For enquiries on this agenda please contact: Wendy Windmill, 020 8547 5020 (Fax: 020 8547 5125) e.mail: [email protected]
This agenda is available on www.kingston.gov.uk/council/CommitteeMinutes
5 January 2009
EXECUTIVE
The EXECUTIVE will meet at GUILDHALL, KINGSTON UPON THAMES on TUESDAY 13 JANUARY 2009 at 7:30 pm
Councillor Derek Osbourne (Chair) - Leader of the Council Councillor Patricia Bamford - Children and Young People's Services Councillor Rolson Davies - Health and Adult Community Services Councillor Simon James - Planning and Regeneration Councillor Ian Reid - One Council Implementation Councillor Penny Shelton - Housing Councillor Bob Steed - Environment, Sustainability and Climate Change
EMERGENCY EVACUATION ARRANGEMENTS
On hearing the alarm, which is a loud siren, please leave the building by the nearest available fire exit and assemble by the triangle at the front of the Guildhall. Anyone requiring assistance to evacuate the building should proceed to the refuge areas which are situated outside Committee Room 1 and the Mayor’s Parlour where they will be met by a member of the building management team and assisted from the building.
QUESTION TIME
From 7.30 pm, for up to thirty minutes, members of the public may put questions to the Executive and officers relating to the functions and responsibilities of the Executive. The questions may be sent in writing by e mail or fax before the meeting or handed in at the start of the meeting on the form provided. For enquiries please contact Wendy Windmill, 020 8547 5020 (Fax: 020 8547 5125) e.mail: [email protected]
The questions will be considered in the order of their receipt.
PUBLIC PARTICIPATION
Contributions from members of the Council and from members of the public can be made on items which appear on the Executive agenda. A place is reserved for members of the public wishing to address the Executive. When their contributions are completed, they shall retire to the public gallery.
DECLARATIONS OF INTEREST
Members of the Executive are invited to identify any personal or prejudicial interests relevant to items on this agenda.
2
APOLOGIES FOR ABSENCE
EXECUTIVE MEMBERS’ INFORMATION ROUND-UP
CHIEF EXECUTIVE’S and DIRECTORS’ UPDATES
MINUTES
To approve as a correct record the minutes of the meeting held on 9 December 2008. (Note, the special meetings called for 17 and 23 December 2008 did not take place.)
1. LOCAL IMPLEMENTATION PLAN FUNDING SETTLEMENT 2009 - Appendix A 2010
2. CHILDREN'S SERVICES ANNUAL PERFORMANCE Appendix B ASSESSMENT
3. SUPPORTING PEOPLE ANNUAL PLAN 2009/10 Appendix C
4. PERFORMANCE MANAGEMENT IN ADULT SOCIAL SERVICES Appendix D
5. COCKS CRESCENT DEVELOPMENT BRIEF Appendix E
6. ENFORCEMENT OF THE BOROUGH'S BAN ON A-BOARDS Appendix F
7. PLANNING OBLIGATIONS - SECTION 106 AGREEMENTS SIX Appendix G MONTHLY MONITORING REPORT
8. LONDON BOROUGHS GRANTS SCHEME BUDGET Appendix H PROPOSALS, 2009/2010
9. PROPOSAL FOR JOINT PROCUREMENT/SHARED SERVICES Appendix I APPROACH FOR NEW INTEGRATED ADULT SOCIAL CARE INFORMATION SYSTEM
10. URGENT ITEMS AUTHORISED BY THE CHAIR
11. EXCLUSION OF PRESS AND PUBLIC
The following information is part of the report at Appendix I – Proposal for Joint Procurement/Shared Services Approach for New Integrated Adult Social Care Information System . The details may be considered in private if the Executive agrees that, under Section 100(A)(4) of the Local Government Act 1972, the public are excluded from the meeting on the grounds that it is likely that exempt information, as defined in paragraph 3 of Part I of Schedule 12A to the Act, would be disclosed. This paragraph covers details of the financial and business details of individuals, businesses or the authority.
12. PROPOSAL FOR JOINT PROCUREMENT/SHARED SERVICES APPROACH FOR NEW INTEGRATED ADULT SOCIAL CARE INFORMATION SYSTEM
APPENDIX A Executive, 13 January 2009
LOCAL IMPLEMENTATION PLAN FUNDING SETTLEMENT 2009 ± 2010 Report by the Service Director (Planning and Transportation) Executive Member for Environment, Sustainability and Climate Change
Purpose The purpose of WKLVUHSRUWLVWRVHHNWKH([HFXWLYH¶VDSSURYDOIRUWKHDOORFDWLRQRIWKH/RFDO Implementation Plan (LIP) settlement announced by TfL on 20th November 2008, for 2008 ± 2009 for local transport schemes and initiatives in the Neighbourhoods and Borough-wide.
The schemes will be worked up by officers in discussion with the Neighbourhood Chairs and Ward members, and the Service Director has been authorised to undertake public consultation on the resulting outline schemes. The outline schemes together with the findings of the public consultation be reported to Committee for approval prior to detailed design / implementation. Action proposed by the Executive Member for Environment, Sustainability and Climate Change The Executive is requested to: Approve the allocation of the Local Implementation Plan settlement for 2008 ± 2009 for works in the Neighbourhoods and Borough-wide as detailed in Annexes 1 - 4 Reason for action proposed To enable funding awarded by TfL to be spent on Borough-wide and Neighbourhood local transport schemes and initiatives in 2009/10.
BACKGROUND
1. The Executive at its meeting on 13th 0D\DSSURYHGWKH&RXQFLO¶V/RFDO Implementation Plan (LIP) Funding Application of £8.2million for 2009/10 to Transport for London (TfL). The LIP Funding Application was subsequently submitted to TfL on 13th June 2008 and represented schemes across a wide cross-section of the available Transport Programmes stipulated in the TfL Guidance.
2009-2010 LIP FUNDING ALLOCATION BOROUGHWIDE
2. On 20th November 2008, the Mayor of London announced that £168million has been awarded across London to improve local transport in the 2009/10 financial year.
3. Of this Kingston upon Thames has received a settlement of £3.914 million for 2009/10 Borough-wide which represents 48% of the overall funds requested in the funding application.
4. The funding for 2009/10 will support a range of local transport improvements including Principal Road Maintenance, Bridge Strengthening, Local Safety Schemes, 20mph Zones, Walking, Cycling, Bus Stop Accessibility, Local Bus Priority schemes, School and Workplace Travel Plans, Travel Awareness and Freight Schemes. This funding A2
also includes allocations for Local Area Accessibility and Area Based Schemes (which includes Town Centres, Streets-for-People and Station Access projects).
5. ANNEX 1 summarises the funding allocated to each Programme for the Borough. Figures 1 and 2 show the Neighbourhood funding by Programme. ANNEX 2 outlines the specific schemes that were submitted and the allocated funding. ANNEX 3 shows the balance of funding by Transport Programme.
6. These local transport schemes will also help the Borough achieve a number of cross- cutting goals, improved safety, improved health, better accessibility, improved social inclusion and a reduction in carbon emissions.
7. Particularly pleasing is the settlement for Bridge Strengthening (£710,000), LCN+ Cycling schemes (£545,000), Local Safety Schemes (£425,000), Principal Road Renewal (£342,000), Streets-for People Area Based Schemes (£300,000) and Walking (£270,000) which received the highest allocations.
NEIGHBOURHOOD ALLOCATIONS
8. The total funding per Neighbourhood is set out in Fig 1 below. Each Neighbourhood will also benefit from Borough-wide schemes and initiatives, such as Travel Planning and Education, Bridge Strengthening, Training and Publicity schemes. ANNEX 4 shows the balance of funding within each Neighbourhood by Transport Programme.
Figure 1: 2009/10 LIP Settlement by Neighbourhood
N.b. Figures will appear higher than overall settlement as funds include some joint-neighbourhood schemes (funds are counted in both respective neighbourhoods).
A3
NEIGHBOURHOOD COMMITTEE RESOLUTIONS
9. Each of the Neighbourhood Committees met in December 2008 to discuss the allocations made for the 2009/10 financial year. The resolutions are outlined below.
10. Kingston Town Committee RESOLVED that:
WKHIROORZLQJYLHZVRQWKHDOORFDWLRQRIWKH$XWKRULW\¶V/,3VHWWOHPHQWIRUZRUNVLQ the Kingston Town Neighbourhood be reported to the Executive:
- Approximately half the settlement for Kingston Town has been allocated to the cycling network; and
- Noted that there is no mention in the settlement about the request for funding for work to Tudor Drive.
[Note ± this bid was not made to TfL in June on the basis that it did not meet the qualifying criteria, and therefore would not be successful. This has been explained to the Kingston Neighbourhood Committee].
the schemes listed in Annex 1 (ANNEX 4 of this report) to the Minutes be noted, to be worked up by officers in discussion with the Chair and Ward Councillors, and the Service Director be authorised to undertake public consultation on the resulting outline schemes; and
the outline schemes together with the findings of the public consultation be reported to Committee for approval prior to detailed design/ implementation.
11. Surbiton Committee RESOLVED that:
subject to the decisions of the Executive, the schemes listed in Annex 1 (ANNEX 4 of this report) to be developed by officers in discussion with the Co-Chairs and Ward members, and the Service Director (Planning and Transportation) be authorised to undertake public consultation on the resulting outline schemes; and
the outline schemes together with the findings of the public consultation be reported to Committee for approval prior to detailed design/ implementation.
12. South of the Borough RESOLVED that:
subject to the decisions of the Executive, the schemes listed worked up by Officers in discussion with the Co-Chairs and Ward members; and
the outline schemes together with the findings of the public consultation be reported to Committee for approval prior to detailed design/implementation.
13. Maldens and Coombe Committee RESOLVED that:
the following views of the Neighbourhood Committee on the allocation of the $XWKRULW\¶V/,3VHWWOHPHQWIRUZRUNVLQWKH0DOGHQVDQG&RRPEH1HLJKERXUKRRG be reported to the Executive: A4
- the opportunity for improvements in the Station Estate area are welcomed as the area on the borough boundary needs enhancement; and
- as the ELGIRUµ:DONLQJ¶LPSURYHPHQWVWR(OP3DWK 7KH&XW has not been successful, it is suggested that this be considered as a DDA Accessibility Improvement for which £25,000 has been allocated, since the provision of a ramp at the access to the path from Kingston Road will help wheelchair users benefit from this path;
the schemes listed be noted, to be developed by officers in discussion with the Chair and Ward members, and the Service Director (Planning and Transportation) be authorised to undertake public consultation on the resulting outline schemes; and
the outline schemes together with the findings of the public consultation be reported to Committee for approval prior to detailed design/ implementation.
SETTLEMENT HISTORY
14. The 2009/10 settlement is broadly in line with LIP / BSP settlements since 2003/04 (the average being £4.08million) as shown in Figure 2 below. TfL has also provided some future indicative funding for some schemes in 2010/11 and 2011/12, which gives the Borough some further funding certainty.
15. The Borough has now successfully secured over £30million of funding for local transport schemes and initiatives since 2003/04.
)LJXUH .LQJVWRQ¶V/,3%636HWWOHPHQW+LVWRU\
(*full settlement will be announced in subsequent years)
A5
LIP FUNDING APPLICATION 2010/11
16. The Committee should note that the cycle for producing the 2010/11 LIP Funding Application has commenced. Officers would like to repeat the successful LIP scheme workshops that were held last year to help develop and agree a short-list. The proposed timetable for Member engagement is set out below:
January 2009 ± LIP Forum for Members to discuss schemes. This will be based on a long-list of schemes presented by officers.
April 2009- Neighbourhood Committees resolution of proposed LIP schemes to be submitted for funding.
May 2009 ± Executive approval of proposed LIP schemes for submission for funding from TfL.
June 2009 ± Submission of funding application to TfL.
New LIP Funding Application Framework
17. TfL are developing a new framework for the submission of 2010/11 schemes. Early indications show that this could include a reduced number of Transport Programmes and a formula-based approach to allocating scheme funding. We await further consultation with TfL on this matter and will advise Members in due course. Full guidance is expected to be issued in February 2009.
FINANCIAL IMPLICATIONS
18. The Neighbourhood Committees¶ views have no direct implications on the revenue or capital resources of the Authority. Funding of the individual schemes will be paid in the form of a grant and will be available to the Authority if the work is carried out within the financial year.
TIMESCALE
19. Once the 2009/10 LIP Programme commences (see Annex 1for full list) the proposed process thereafter will be developed in discussion with the Neighbourhood Chair, Ward Members and public consultation and the findings be reported back to the Neighbourhood Committees for decision on whether the schemes have to be completed and all the funds used by the end of the next financial year (March 2010).
NETWORK IMPLICATIONS
20. This report has no direct implication on Traffic Management Act 2004. However, &RXQFLO¶V7UDIILF0DQDJHUZLOOEHDGYLVHGRIthe LIP proposals as they are likely to affect the Strategic Road Network so that the notification procedure can to start on time. Implications of each scheme will be reported when reports on individual schemes are submitted to Neighbourhood Committees.
Background papers: held by Jay Judge, Transitional Manager Highways and Transportation (author of report) Telephone 020 8547 5996, Email [email protected] Other contributors: Chris Harte, Interim LIP Manager Telephone 020 8547 5962, Email [email protected] A6
1. Executive Report ± May 2008 2. 2009 - 2010 LIP Funding Application ± June 2008. 3. 2009 - 2010 LIP Funding Allocation ± November 2008 4. Neighbourhood Committee Reports± December 2008. A7
ANNEX 1
5%.,1*6721¶6$//2&$7,21%<75$163257352*5$00( Requested Allocation % of Bid Amount 2009/10 2009/10
PROGRAMME £ £
Bridge Assessment & Strengthening 1,350,000 £710,000 52.6%
LCN 2,354,000 £545,000 23.2%
Local Safety Schemes 465,000 £425,000 91.4%
Principal Road Renewal 752,000 £342,000 45.5%
Streets-for-People 0 £300,000 100%
Walking 668,000 £270,000 40.4%
School Travel Plans 544,000 £247,000 45.4%
Bus Priority 620,000 £240,000 38.7%
Non-LCN+ Cycling Schemes 556,000 £195,000 35.1%
20mph Zones 200,000 £120,000 60.0%
Borough Core Funding 0 £100,000 100.0%
Work Travel Plans 90,000 £70,000 77.8%
Freight Schemes 95,000 £50,000 52.6%
Local Area Accessibility 321,000 £50,000 15.6%
Travel Awareness 112,000 £45,000 40.2%
Town Centres 0 £40,000 100.0%
Education, Training & Publicity Schemes 73,000 £40,000 54.8%
Bus Stop Accessibility 30,000 £25,000 83.3% £8,230,000 £3,814,000 46.3% (N.B. Allocation for a further £100,000 has not yet been confirmed on the TfL Portal)
A8
ANNEX 2
2009/10 LIP Funding Allocation Report Key Funded Unfunded
Requested Initial Amount Allocation 2009/10 2009/10 Neighbourhood Programme / Scheme Description or borough- £ £ TfL Code wide
20mph Zones 200,000 120,000.00
20mph speed limit, improvements DICKERAGE ROAD (THE 2695 outside playground and to MC 25,000 25,000.00 TRIANGLE TO MOUNT PL pedestrian routes at roundabout. PARK ROAD / BERRYLANDS 20mph speed limit, improved 2696 Surbiton 25,000 25,000.00 ROAD junction layout 20mph speed limit, traffic calming, 2697 WARREN DRIVE NORTH Surbiton 40,000 40,000.00 new pedestrian crossing
The proposal would look at the introduction of a 20 mph speed limit throughout the area using signs and road 2698 ROBIN HOOD ESTATE MC 80,000 0.00 markings. These would reinforce those areas which already have physical traffic calming measures.
FUTURE SCHEME Planning and developing future 2699 DEVELOPMENT AND REVIEW Borough 30,000 30,000.00 schemes (BO
Borough Funding 0 0.00 Special Pot
Borough Support - Staff 0 0.00 Training
Bridge Assessment & 1,350,000 710,000.00 Strengthening
2673 FILBY ROAD CULVERT. review South 4,000 0.00 2674 THORNHILL ROAD CULVERT review South 4,000 0.00 2675 COTTERILL ROAD CULVERT review South 4,000 0.00 2676 EWELL ROAD CULVERT review Surbiton 6,000 0.00 interim measures pending 2677 FILBY ROAD CULVERT South 50,000 50,000.00 strengthening REFURBISHMENT & 2678 MC STRENGTHENING OF DUKES 2679 CLATTERN BRIDGE Kingston 50,000 0.00 2680 PACKAGE ADMIN FEE Borough 72,000 0.00 2681 LOBEG BCI PROJECT Lead Borough for London Borough 600,000 600,000.00 KING CHARLES RAILWAY improvement to prevent vehicle 2682 Surbiton 60,000 60,000.00 BRIDGE incursion at high risk site A9
COTTERILL ROAD CULVERT 2789 South 200,000 0.00 2 THORNHILL ROAD CULVERT 2790 South 250,000 0.00 2 2791 EWELL ROAD CULVERT 2 Surbiton 50,000 0.00
Bus Priority 620,000 240,000.00
KINGSTON ROAD / ST. Monitor and review of recent 2780 MC & Kingston 20,000 20,000.00 JOHNS ROAD JUNCTION junction improvements SURBITON TO KINGSTON Creation of an express busway Surbiton / 2781 200,000 0.00 PUBLIC TRANSPORT CO between Surbiton and Kingston Kingston Realignment of kerb lines, WOOD ST/CLARENCE ST 2782 improved signal timing, signing and Kingston 125,000 50,000.00 BUS / PEDESTRIAN ARE lining. LONDON ROAD / 2783 CAMBRIDGE ROAD Junction and signal improvements Kingston 45,000 45,000.00 JUNCTION IM VICTORIA ROAD Outline proposals for traffic 2784 SUSTAINABLE TRANSPORT management and environmental Surbiton 150,000 100,000.00 CORR improvements KINGSTON HILL UNIVERSITY Feasibility design for toucan 2785 MC 10,000 10,000.00 CAMPUS BUS INFR crossing Design and introduce improvements to scheme EWELL ROAD CORRIDOR (identified in ongoing monitoring 2786 Surbiton 50,000 0.00 BUS LANE ENHANCEMENT study (Feasibility and preliminary design funded in 2008-09). R281 3G STUDY PROJECT Surbiton / 2787 5,000 0.00 SUPPORT Kingston 2788 BOROUGH ADMIN FEES Borough 15,000 15,000.00
Bus Stop 30,000 25,000.00 Accessibility
BUS STOP ACCESSIBILITY Bus stop accessibility 2731 Borough 30,000 25,000.00 AND COMPLETION WO improvements completion. Car Clubs 0 0.00
Cycling on 0 0.00 Greenways
Education, Training & 73,000 40,000.00 Publicity Schemes
Empower student reps to support SECONDARY SCHOOL ROAD 2700 peer group road safety education Borough 10,000 10,000.00 SAFETY STUDENT COU and promotion in schools. Increase awareness and 2701 YOUNG DRIVERS SAFETY Borough 10,000 10,000.00 knowledge in this high risk group.
To raise awareness of all road safety issues as appropriate THEATRE IN EDUCATION 2702 for the age of the group Borough 15,000 0.00 KINGSTON through touring of selected dramas
Raise awareness through REACHING HARD TO REACH 2703 pedestrian skills, seat belts, PTW's Borough 5,000 5,000.00 GROUPS and drink-driving POWERED-2-WHEELERS Increased awareness to P2W and 2704 Borough 8,000 8,000.00 (P2W) other motorists Increase driver knowledge and 2705 Borough 2,000 2,000.00 29(5¶652$'6$)(7< confidence A10
Provide employers with advice and guidance on ORR to encourage development of OCCUPATIONAL ROAD RISK 2706 strategies and policies through Borough 12,000 0.00 (ORR) employer seminars, individual meetings and regular ORR forums.
Increase driver awareness, engage 2707 DRINK / DRUG DRIVING Borough 5,000 5,000.00 local community, eg. Pubwatch A high impact visual campaign PUBLIC TRANSPORT to raise awareness of 2708 PASSENGER SAFETY Borough 2,000 0.00 passenger safety on buses CAMPAIGN and pedestrians.
A campaign to influence TOWN CENTRE AND ROAD pedestrian behaviour across 2709 SIDE PEDESTRIAN POSTER the Borough in accord with Borough 4,000 0.00 CAMPAIGN recent trends in RBK casualty data.
Freight 95,000 50,000.00 Schemes The bid would allow officers THROUGH TRAFFIC IN THE and ward members to identify 2777 MC 35,000 0.00 PAINTERS ESTATE the extent of the problem and to investigate the problem LORRY INTRUSION: ALBERT Review one way working and new 2778 Kingston 60,000 50,000.00 ROAD KINGSTON width restriction CHESSINGTON INDUSTRIAL 7324 South 0 0.00 ESTATE LORRY INTRUSION - 7325 Kingston 0 0.00 APPROPRIATE TRAFFIC MA CHESSINGTON INDUSTRIAL 12900 South 0 0.00 ESTATE LCN 2,354,000 545,000.00
Implement introduction of diagonal cycle and pedestrian crossing LINK 122 - A307 RICHMOND points at existing 4647 Kingston 30,000 0.00 ROAD J/W TUDOR automatic signal controlled junction (Feasibility & preliminary design funded in 2008/9).
Design, introduction of LINK 124 - WHEATFIELD WAY 4801 improvements to approach routes Kingston 14,000 0.00 J/W LADYBOOTH to existing Toucan crossing. LINK 122 - A3 J/W SOUTH Improved cycle and pedestrian 4811 MC 20,000 20,000.00 LANE SUBWAY access / egress LINK 123 - A243 BRIGHTON 4812 Surbiton 20,000 0.00 ROAD
Introduction of revised waiting and loading restrictions, including introduction of in-set parking bays at various locations to LINK 124 - A2043 4816 keep existing advisory cycle lanes Kingston 250,000 0.00 CAMBRIDGE ROAD/KINGSTO clear of obstructive parking (Feasibility/preliminary design started in 2008/9)
LINK 122 - WOOD STREET 4819 Introduction of direct cycle route Kingston 170,000 170,000.00 (SOUTH SIDE) CYC
Introduction of revised waiting and loading restrictions, LINK 124 - A2043 KINGSTON including introduction of in-set 4823 ROAD/B282 BURLINGTON parking bays at various MC 75,000 0.00 ROAD locations to keep existing advisory cycle lanes clear of obstructive parking A11
LINK 124 - KINGSTON ROAD Contribution towards 4842 J/W THE FOUNTAIN improvements for all road MC 25,000 0.00 ROUNDABOUT users at existing roundabout
Implement toucan crossing to LINK 121 - A308 KINGSTON facilitate cycling, walking and 4846 MC 75,000 0.00 HILL J/W WARREN ROAD bus trips to and from Richmond Park.
Overhaul 60% of cycle direction signing, signing cycle route spurs 4850 LINK 121 - ENTIRE LINK MC / Kingston 100,000 0.00 and side road entry treatments
Introduction of cycling and pedestrian improvements to LINK 126 - BEAUFORT ROAD existing automatic signal 4852 Kingston 15,000 0.00 J/W LINGFIELD controlled junction (Feasibility/preliminary design started in 2008/9)
LINK 124 - FOOTPATH 4855 Kingston 5,000 0.00 ACROSS MIDDLE OF TH Introduction of Toucan crossing LINK 122 - RICHMOND ROAD 4861 (Feasibility & preliminary design Kingston 75,000 0.00 J/W LATCHMERE funded in 2008/9) LINK 122 - ROSE WALK TO 4864 Surbiton 50,000 0.00 HOGSMILL Improvements to existing advisory cycle lanes, and feasibility and LINK 121 - A308 KINGSTON 4868 introduction of cycle MC / Kingston 200,000 0.00 HILL BETWEEN M tracks and side-road entry treatments Introduction of off-road cycle route and modifications to the existing LINK 124 - WHEATFIELD WAY Wheatfield 4871 Kingston 80,000 0.00 BETWEEN PENRH Way/Orchard Road Pelican crossing (Feasibility & preliminary design started in 2008/9)
Introduction of improvements to cycle and pedestrian access LINK 122 - SPRINGFIELD points, including 4876 Kingston 40,000 0.00 ROAD (BLUE BRIDG environmental improvements (scheme design feasibility funded in 2008/9) Feasibility, preliminary design and introduction of an east-west cycle 4878 LINK 123 - HOOK PARADE link between Elm SOB 30,000 0.00 Road and Clayton Road across A243 Hook Road
Feasibility study and preliminary design for the provision of LINK 124 - A2043 4881 crossings to assist cycle, KIngston 10,000 0.00 CAMBRIDGE ROAD J/W HAM pedestrian and bus movements through the junction
Improvements to existing five-arm LINK 121 - A308 KINGSTON roundabout, also improve cycle 4892 KIngston 50,000 0.00 HILL J/W PARK route access to Norbiton Railway Station LINK 123 - WOODBINES Link from LCN+ cycle route to 4897 KIngston 25,000 0.00 AVENUE BETWEEN A30 Kingston University
Introduction of cycling and pedestrian improvements to LINK 126 - SURBITON ROAD existing automatic signal Kingston / 4899 50,000 0.00 J/W SURBITON H controlled junction Surbiton (Feasibility/preliminary design started in 2008/9)
LINK 122 - RICHMOND ROAD 4900 Kingston 20,000 0.00 FROM J/W RICHM A12
Address cycle route continuity as LINK 122 - KINGSTON TOWN 4901 part of Eden Quarter Kingston 5,000 5,000.00 CENTRE CYCLE R redevelopment LINK 126 - LOWER MARSH 4908 Surbiton 50,000 0.00 LANE SHARED CYCL Improvements to existing automatic LINK 123 - SKERNE ROAD 4916 traffic signal controlled cycle Kingston 30,000 0.00 J/W DOWNHALL ROA crossings.
Implement toucan crossing to LINK 121 - A308 KINGSTON facilitate cycling, walking and 4925 HILL TOUCAN BY ENTRANCE MC 75,000 0.00 bus trips to and from the TO KINGSTON UNIVERSITY University campus. LINK 123 - A243 HOOK ROAD 4927 South 100,000 0.00 SOUTH OF J/W LINK 121 - A308 LONDON Cycle lane improvements, new 4931 Kingston 300,000 300,000.00 ROAD/KINGSTON HI cycle tracks and entry treatments LINK 123 - FULLERS WAY 4936 South 40,000 0.00 SOUTH Introduction of side road entry treatments and general cycle route LINK 124 - WHEATFIELD WAY 4940 improvements Kingston 75,000 0.00 TO A2043 CAMB including existing Fire Gate road closure in Bonner Hill Road
LINK 126 - VICTORIA ROAD Contribution towards Victoria Road 4944 Surbiton 200,000 50,000.00 BETWEEN BRIGHT Vehicle Restricted Area LINK 123 - WOOD STREET 4947 Kingston 50,000 0.00 BETWEEN J/W HORS
Local Area 321,000 50,000.00 Accessibility
KINGSTON UNIVERSITY Generic settlement made for 13221 Kingston 45,000 0.00 AREA whole programme LOCAL ACCESSIBILITY Generic settlement made for 13235 Borough 30,000 0.00 SCHEME (LAS) WORK PR whole programme Generic settlement made for 13243 COOMBE ROAD Kingston 50,000 0.00 whole programme MOOR LANE/CHESSINGTON Generic settlement made for 13244 SOB 20,000 0.00 HILL PARK whole programme Generic settlement made for 13245 CLAYTON ROAD SOB 45,000 0.00 whole programme Generic settlement made for 13246 GRASMERE AVENUE MC 60,000 0.00 whole programme Generic settlement made for 13247 PLOUGH GREEN MC 10,000 0.00 whole programme PARK ROAD/BERRYLANDS Generic settlement made for 13248 Surbiton 18,000 0.00 ROAD whole programme Generic settlement made for 13252 CANBURY AREA Kingston 43,000 0.00 whole programme
Local Safety 465,000 425,000.00 Schemes
HIGH STREET / EDEN Study for possible shared us space 2683 Kingston 20,000 20,000.00 STREET KINGSTON in the area COOMBE LANE WEST Investigations into speeding and 2684 MC 50,000 50,000.00 CORRIDOR safety issues KINGSTON ROAD - Study to investigate collisions 2685 MC 10,000 10,000.00 BURLINGTON ROAD along corridor BOROUGH-WIDE POWERED- Develop outcome 08/09 study of 2686 Borough 90,000 90,000.00 2-WHEELERS SAFETY I P2W accidents Hook Rd / Thornhill Rd junction HOOK ROAD (BETWEEN ASH improvements and possible South & 2687 50,000 50,000.00 TREE CLOSE AND VE signalisation of Vale Road North Surbiton junction and zebra crossing A13
MALDEN ROAD CORRIDOR Develop traffic management 2688 MC 50,000 50,000.00 (BETWEEN FOUNTAIN R measures leading from 08/09 study Develop measures to reduce 2689 MOOR LANE STUDY South 10,000 10,000.00 accidents Develop measures leading from 2690 FOUNTAIN ROUNDABOUT MC 25,000 25,000.00 08/09 study Possible uncontrolled crossing COX LANE (BETWEEN near bus stops in Cox Lane, 2691 South 40,000 40,000.00 DAVIES ROAD AND ROEBUC relocation of bus stops and parking bans Improvement to existing crossing at Marston Ave and new crossings at 2692 BRIDGE ROAD South 50,000 50,000.00 Chessington North Station and Parbury Rise FUTURE SCHEME Planning and development of 2693 DEVELOPMENT AND REVIEW Borough 30,000 30,000.00 schemes (BO RAEBURN AVENUE / ELGAR 2694 Surbiton 40,000 0.00 AVENUE JUNCTION Non-LCN+ Cycling 556,000 195,000.00 Schemes 2721 RED LION ROAD TOLWORTH Surbiton / SOB 26,000 0.00 BRIDGE ROAD JUNCTION Conversion of existing pelican to 2722 SOB 30,000 30,000.00 WITH MARSTON AVENUE toucan crossing Improve cycle lanes between 2723 COX LANE Bridge Road and Borough SOB 20,000 0.00 boundary Improvements to the existing cycle lanes between Bridge Road and 2724 MOOR LANE SOB 20,000 0.00 the Borough boundary
Introduction of side-road entry CLAYTON ROAD treatments, review of parking 2725 SOB 50,000 0.00 CHESSINGTON arrangements and additional waiting restrictions. Continue to develop and introduce three secure cycle parking centres SECURE CYCLE PARKING IN as part of K+20 2726 Kingston 100,000 0.00 KINGSTON TOWN CE Area Action Plan and redevelopment of Kingston Town Centre. BOROUGH-WIDE - Design and introduce secure cycle 2727 RESIDENTIAL CYCLE Borough 20,000 20,000.00 parking PARKING BOROUGH-WIDE - CYCLE Training for cyclists of all ages and 2728 Borough 120,000 100,000.00 TRAINING abilities, groups or 1:1s. BOROUGH-WIDE - 2729 MAINTENANCE OF NON Maintenance Borough 20,000 0.00 LCN+ Upgrading existing BOROUGH-WIDE - NEW & 2730 infrastructure and connection Borough 100,000 0.00 IMPROVED FACILITIES to LCN+ routes A2043 MALDEN ROAD 3753 BETWEEN FOUNTAIN Introduction of new cycle route MC 50,000 45,000.00 ROUND
Principal Road 752,000 342,000.00 Renewal
CARRIAGEWAY 2658 RESURFACING - COOMBE carriageway resurfacing MC 342,000 342,000.00 LANE W PRINCIPAL ROAD (VARIOUS 2659 Carriageway Resurfacing Borough 120,000 0.00 LOCATIONS) - REP WOOD STREET (BETWEEN 2660 Carriageway Resurfacing Kingson 93,000 0.00 TRAFFIC LIGHT OPPOS KINGSTON VALE (BETWEEN 2661 Carriageway Resurfacing MC 35,000 0.00 A3 AND NO.6 VALE A14
2672 COOMBE ROAD Carriageway Resurfacing MC 162,000 0.00
School Travel 544,000 247,000.00 Plans
Cycle track along The Fairfield. Funding to address issues and barriers to sustainable 2732 ST JOSEPHS travel as identified by school Kingston 50,000 0.00 communities through the School Travel Plan development and annual updating process.
Funding to address issues and barriers to sustainable travel as identified MALDEN PAROCHIAL 2733 by school communities through MC 20,000 0.00 PRIMARY the School Travel Plan development and annual updating process.
Complete existing scheme and make pedestrian improvements at station. Funding to address issues CHESSINGTON COMMUNITY and barriers to sustainable travel 2734 SOB 11,000 0.00 COLLEGE (CCC) as identified by school communities through the School Travel Plan development and annual updating process.
Convert existing build-out into a formal crossing at Bridge Road/Parbury Rise junction. ELLINGHAM PRIMARY 2735 Funding to address issues and SOB 65,000 0.00 SCHOOL barriers to sustainable travel as identified by school communities
CHRIST CHURCH PRIMARY 2736 Surbiton 10,000 0.00 PINE GARDENS SUR
Improvements in Clayton Road i.e. side entry treatments between 2737 LOVELACE PRIMARY Oaklands Close and SOB 40,000 0.00 Cricketers Close to assist pedestrians. 20 mph in Devon Way
Footpath improvements, address 2738 KING ATHELSTAN issues and barriers to sustainable Kingston 20,000 20,000.00 travel
Funding to address issues and barriers to sustainable travel as identified 2739 THE MOUNT KINGSTON by school communities through the Kingston 15,000 0.00 School Travel Plan development and annual updating process.
Lighting improvements along Churchfields path. Funding to address issues and barriers to sustainable travel as 2740 SOB 10,000 0.00 670$5<¶635,0$5< identified by school communities through the School Travel Plan development and annual updating process A15
Brunswick Road entry treatment at both ends. Funding to address issues and barriers to sustainable travel as identified 2741 ALEXANDRA INFANTS Kingston 35,000 0.00 by school communities through the School Travel Plan development and annual updating process.
Funding to address issues and barriers to sustainable travel as identified 2742 TIFFIN GIRLS by school communities through the Kingston 15,000 0.00 School Travel Plan development and annual updating process.
The School are currently developing a Travel Plan and have identified local THE STUDY SCHOOL 2743 improvements to pedestrian MC 5,000 0.00 (20MPH OUTSIDE SCHOOL) and cycle routes that would encourage parents not to drive.
SCHOOL TRAVEL PLAN 2744 Borough 25,000 25,000.00 OFFICER STP MONITORING AND 2745 ± Borough 30,000 30,000.00 UPDATING 2746 STP ± SMALL GRANTS FUND Borough 60,000 50,000.00 STP SCHOOL TRAVEL 2747 ± Borough 10,000 10,000.00 PLAN NETWORK 2748 STP ± STUDENT COUNCIL Borough 10,000 10,000.00 WALK TO SCHOOL / WALK 2749 Borough 30,000 30,000.00 ONCE A WEEK STP SURVEY & 2750 ± Borough 10,000 0.00 CONSULTATION SUPPORT STP ENGINEERING & 2751 ± Borough 30,000 30,000.00 DESIGN STP - THEATRE IN 2752 Borough 8,000 8,000.00 EDUCATION STP CELEBRATION 2753 ± Borough 4,000 4,000.00 EVENTS 2754 STP ± SUPPLY STAFF Borough 1,000 1,000.00 STP - INTERNAL 2755 Borough 1,000 0.00 PROMOTIONAL MATERIALS 2756 CYCLICIOUS KINGSTON Borough 5,000 5,000.00 INDEPENDENT SCHOOL STP 4984 Borough 24,000 24,000.00 GRANTS
School Travel Plans (Non- 0 0.00 BSP)
Streets-for- 0 300,000.00 People
STATION ESTATE- 7372 PROVISIONAL ALLOCATION Area Based Scheme MC 0 300,000.00 F STATION ESTATE- 7373 COMPLETION OF SCHEME Area Based Scheme MC 0 0.00 DE STATION ESTATE- 12943 ALLOCATION FOR SCHEME Area Based Scheme MC 0 0.00 DE
Town Centres 0 40,000.00 A16
Develop and implement further walking improvements in Tolworth TOLWORTH BROADWAY - 7412 Broadway and its Surbiton / SOB 0 40,000.00 COMPLETION OF SCHEME feeder routes in parallel with the larger area based scheme
Develop and implement further walking improvements in Tolworth TOLWORTH BROADWAY 7413 Broadway and its Surbiton / SOB 0 0.00 PROVISIONAL ALLOCATION feeder routes in parallel with the larger area based scheme
NEW MALDEN HIGH STREET feeder routes in parallel with the 12981 MC 0 0.00 - CONTRIBUTION TO larger area based scheme
Travel 112,000 45,000.00 Awareness
Events targeting mainly new 2765 BIKE WEEK 2008 cyclists to provide an opportunity Borough 12,000 10,000.00 and support to get them cycling. Walk to work week - pilot event 2766 WALKING WORKS KINGSTON held with all the companies in Borough 6,000 5,000.00 Kingston Travel Plan Network Events promoting all forms of EURO MOBILITY WEEK / IN 2767 ± sustainable transport including car Borough 18,000 15,000.00 TOWN-WITHOUT-MY free event
Event to promote smarter driving, SMARTER DRIVING fuel efficiency of different types of 2768 Borough 10,000 5,000.00 KINGSTON vehicles, home working, flexible working and trip combining DIY PLANET REPAIRS 2769 ± Borough 4,000 0.00 FRESHER'S FAYRE VOLUNTARY RESIDENTIAL 2770 Borough 30,000 0.00 TRAVEL PLANS 2771 SMARTER TRAVEL AWARDS Borough 3,000 0.00 Bike maintenance for local BIKE MAINTENANCE 2772 residents, employees and Borough 4,000 3,000.00 COURSES businesses Women on Wheels campaign, 2773 WOMEN ON WHEELS publicising the rides via a range of Borough 1,000 1,000.00 leaflets, posters and adverts. DIY PLANET REPAIRS 2774 ± Borough 5,000 0.00 BRANDED ADVERTISING DIY PLANET REPAIRS Distribution of DIY Planet Repairs 2775 ± Borough 3,000 1,000.00 TRAVEL AWARENESS NE newsletters
Developing a Travel Plan with promotional materials to improve WORKPLACE TRAVEL 2776 travel awareness and encourage Borough 8,000 5,000.00 AWARENESS PROMOTION and enable employees to use sustainable travel modes.
3172 NATIONAL LIFTSHARE DAY Borough 8,000 0.00 Walking 668,000 270,000.00 Develop and implement walking 2710 ST JAMES ROAD KINGSTON Kingston 50,000 50,000.00 improvements NORBITON STATION TO 2711 Kingston / MC 50,000 0.00 KINGSTON HOSPITAL Side road entry treatments, waiting 2712 RED LION ROAD restrictions and zebra crossing Surbiton / SOB 50,000 0.00 outside Tolworth Hospital ANCIENT MARKET PLACE - 2713 Kingston 50,000 0.00 EXTENDED AND IMP A17
Replacing the existing steps to provide a ramped access to the footpath at Elm 2714 ELM PATH (THE CUT) Path/Kingston Road would MC 30,000 0.00 improve access for people in wheelchairs and also access for buggies and prams
2715 SURBITON TOWN CENTRE Surbiton 150,000 0.00
Develop and implement further walking improvements in Tolworth 2716 TOLWORTH TOWN CENTRE Broadway and its Surbiton / SOB 100,000 0.00 feeder routes in parallel with the larger area based scheme
Resurfacing using resin-bonded gravel, stage area suitable for outdoor performance, Wooden decking to link adjacent pub 2717 EAGLE WHARF KINGSTON Kingston 83,000 105,000.00 garden and stage, a soft landscaped area incorporating a tree lined walkway, informal seating and lighting Riverside footway link, rationalise THAMESIDE FOOTPATH AND 2718 car park area and its visual impact, Kingston 15,000 90,000.00 OPEN SPACE KINGS landscaping scheme
Audits of walking conditions to and from schools, community facilities, public buildings such as libraries WALKING AUDITS & DDA and leisure facilities, transport 2719 Borough 30,000 25,000.00 ACCESSIBILITY IMPRO interchanges and local shopping areas. Provide walking audit for Area Based Schemes and Accessibility proposals.
FUTURE SCHEME 2720 Borogh 30,000 0.00 DEVELOPMENT AND REVIEW KINGSTON 2779 STATION/CROMWELL ROAD Kingston 30,000 0.00 BUS STATI
Work Travel 90,000 70,000.00 Plans
TRAVEL PLAN MEASURES 2331 Borough 10,000 0.00 FUND Develop and promote area wide AREA TRAVEL PLAN 2757 ± travel plan covering Kingston Town Kingston 20,000 20,000.00 KINGSTON TOWN CENTRE Centre
Work with businesses in Chessington to seek ways to AREA TRAVEL PLAN 2758 ± encourage joint working between SOB 20,000 20,000.00 CHESSINGTON INDUSTRIA businesses to encourage travel by more sustainable modes
Work with businesses in Surbiton to seek ways to encourage joint AREA TRAVEL PLAN 2759 ± working between businesses to Surbiton 15,000 15,000.00 SURBITON encourage travel by more sustainable modes
Raise awareness of travel planning amongst businesses in Kingston WORKPLACE TRAVEL PLAN 2760 with the aim of encouraging the Borough 5,000 5,000.00 PROMOTION development of voluntary workplace travel plans.
Engage with local workplaces with or those interested in developing a DR BIKE CYCLE 2761 travel plan to hold regular Dr Bike Borough 2,000 2,000.00 MAINTENANCE sessions and bike maintenance training courses A18
7RUXQWZR³WU\F\FOLQJWRZRUN SURJUDPPH´VFKHPHVRIIHULQJ intensive support (including the TRY CYCLING TO WORK 2762 loan of bikes and equipment) to Borough 7,000 7,000.00 PROGRAMME 20+ employees of at least two organisations (also known as Cycle 50% Club).
TRAVEL PLAN 2763 Borough 10,000 0.00 DEVELOPMENT ASSISTANCE To provide and promote free group or 1:1 cycle training for employees WORKPLACE CYCLE 2764 at workplaces as well as those Borough 1,000 1,000.00 TRAINING interested in developing a Travel Plan.
Work Travel Plans (Non- 0 0.00 BSP)
TOTALS 8,230,000 3,918,000
A19
ANNEX 3
2009/10 ALLOCATION BY TRANSPORT PROGRAMME
A20
ANNEX 4 Neighbourhood Allocations by Transport Programme 2009/10 Transport Programme Breakdown by Neighbourhood
SUMMARY OF LIP FUNDING: 2009 ± 2010 BIDS AND ALLOCATIONS FOR MALDENS AND COOMBE NEIGHBOURHOOD
N hood + Bid N hood ¶ ¶ B wide Amount Allocation ¶ Allocation
2009/10 2009/10 2009/10 N hood or Programme ¶ £ £ £ b¶wide 20mph Zones
DICKERAGE ROAD (THE TRIANGLE 2695 MC 25,000 25,000.00 25,000.00 TO MOUNT PL
2698 ROBIN HOOD ESTATE MC 80,000 0.00 0.00 FUTURE SCHEME DEVELOPMENT 2699 Borough 30,000 30,000.00 AND REVIEW Bridge Assessment & Strengthening REFURBISHMENT & 2678 MC STRENGTHENING OF DUKES 2680 PACKAGE ADMIN FEE Borough 72,000 0.00 0.00
2681 LOBEG BCI PROJECT Borough 600,000 600,000.00
Bus Priority KINGSTON ROAD / ST. JOHNS ROAD 2780 MC/Kingston 20,000 20,000.00 20,000.00 JUNCTION
2785 KINGSTON HILL UNVERSITY CAMPUS MC 10,000 10,000 10,000 ENTERANCE
2788 BOROUGH ADMIN FEES Borough 15,000 15,000.00
Bus Stop Accessibility BUS STOP ACCESSIBILITY AND 2731 Borough 30,000 25,000.00 COMPLETION WO Education, Training & Publicity Schemes SECONDARY SCHOOL ROAD SAFETY 2700 Borough 10,000 10,000.00 STUDENT COU 2701 YOUNG DRIVERS SAFETY Borough 10,000 10,000.00
2702 THEATRE IN EDUCATION KINGSTON Borough 15,000 0.00 REACHING HARD TO REACH 2703 Borough 5,000 5,000.00 GROUPS 2704 POWERED-2-WHEELERS (P2W) Borough 8,000 8,000.00
2705 29(5¶652$'6$)(7< borough 2,000 2,000.00 2706 OCCUPATIONAL ROAD RISK (ORR) Borough 12,000 0.00
2707 DRINK / DRUG DRIVING Borough 5,000 5,000.00 PUBLIC TRANSPORT PASSENGER 2708 Borough 2,000 0.00 SAFETY CAMPAI A21
TOWN CENTRE AND ROAD SIDE 2709 Borough 4,000 0.00 PEDESTRIAN PO Freight Schemes THROUGH TRAFFIC IN THE 2777 MC 35,000 0.00 0.00 PAINTERS ESTATE
LCN
4811 LINK 122 - A3 J/W SOUTH LANE SUBWAY MC 20,000 20,000.00 20,000.00
4823 LINK 124 - A2043 KINGSTON ROAD/B282 BUR MC 75,000 0.00 0.00
4842 LINK 124 - KINGSTON ROAD J/W THE FOUNTA MC 25,000 0.00 0.00
4846 LINK 121 - A308 KINGSTON HILL J/W WARRE MC 75,000 0.00 0.00
MC/Kingsto 4850 LINK 121 - ENTIRE LINK 100,000 0.00 0.00 n MC/Kingsto 4868 LINK 121 - A308 KINGSTON HILL BETWEEN M 200,000 0.00 0.00 n
4925 LINK 121 - A308 KINGSTON HILL TOUCAN BY MC 75,000 0.00 0.00
Local Area Accessibility
13246 GRASMERE AVENUE MC 60,000 0.00 0.00
13247 PLOUGH GREEN MC 10,000 0.00 0.00
Local Safety Schemes
2684 COOMBE LANE WEST CORRIDOR MC 50,000 50,000.00 50,000.00
2685 KINGSTON ROAD - BURLINGTON ROAD MC 10,000 10,000.00 10,000.00 BOROUGH-WIDE POWERED-2-WHEELERS 2686 Borough 90,000 90,000.00 SAFETY I MALDEN ROAD CORRIDOR (BETWEEN 2688 MC 50,000 50,000.00 50,000.00 FOUNTAIN RDADT 2690 FOUNTAIN ROUNDABOUT MC 25,000 25,000.00 25,000.00 FUTURE SCHEME DEVELOPMENT AND REVIEW 2693 Borough 30,000 30,000.00 (BO Non-LCN+ Cycling Schemes BOROUGH-WIDE - RESIDENTIAL CYCLE 2727 Borough 20,000 20,000.00 PARKING 2728 BOROUGH-WIDE - CYCLE TRAINING Borough 120,000 100,000.00 BOROUGH-WIDE - MAINTENANCE OF NON LCN+ 2729 Borough 20,000 0.00 R BOROUGH-WIDE - NEW & IMPROVED 2730 Borough 100,000 0.00 FACILITIES A2043 MALDEN ROAD BETWEEN FOUNTAIN 3753 MC 50,000 45,000.00 45,000.00 ROUNDABOUT Principal Road Renewal CARRIAGEWAY RESURFACING - COOMBE 2658 MC 342,000 342,000.00 342,000.00 LANE WEST
2659 PRINCIPAL ROAD (VARIOUS LOCATIONS) - REP Borough 120,000 0.00
2661 KINGSTON VALE (BETWEEN A3 AND NO.6 VALE MC 35,000 0.00 0.00
2672 COOMBE ROAD MC 162,000 0.00 0.00
School Travel Plans A22
733 MALDEN PAROCHIAL PRIMARY MC 20,000 0.00 0.00 THE STUDY SCHOOL (20MPH OUTSIDE 2743 MC 5,000 0.00 0.00 SCHOOL) 2744 SCHOOL TRAVEL PLAN OFFICER Borough 25,000 25,000.00
2745 STP ± MONITORING AND UPDATING Borough 30,000 30,000.00
2746 STP ± SMALL GRANTS FUND Borough 60,000 50,000.00
2747 STP ± SCHOOL TRAVEL PLAN NETWORK Borough 10,000 10,000.00
2748 STP ± STUDENT COUNCIL Borough 10,000 10,000.00
2749 WALK TO SCHOOL / WALK ONCE A WEEK Borough 30,000 30,000.00
2750 STP ± SURVEY & CONSULTATION SUPPORT Borough 10,000 0.00
2751 STP ± ENGINEERING & DESIGN Borough 30,000 30,000.00 2752 STP - THEATRE IN EDUCATION Borough 8,000 8,000.00
2753 STP ± CELEBRATION EVENTS Borough 4,000 4,000.00
2754 STP ± SUPPLY STAFF Borough 1,000 1,000.00
2755 STP - INTERNAL PROMOTIONAL MATERIALS Borough 1,000 0.00
2756 CYCLICIOUS KINGSTON Borough 5,000 5,000.00
4984 INDEPENDENT SCHOOL STP GRANTS Borough 24,000 24,000.00
Streets-for-People
7372 STATION ESTATE- PROVISIONAL ALLOCATION F MC 0 300,000.00 300,000.00
STATION ESTATE- COMPLETION OF SCHEME 7373 MC 0 0.00 0.00 DE STATION ESTATE- ALLOCATION FOR SCHEME 12943 MC 0 0.00 0.00 DE Travel Awareness
2765 BIKE WEEK 2008 Borough 12,000 10,000.00
2766 WALKING WORKS KINGSTON Borough 6,000 5,000.00 EURO MOBILITY WEEK / IN TOWN-WITHOUT- 2767 ± Borough 18,000 15,000.00 MY 2768 SMARTER DRIVING KINGSTON Borough 10,000 5,000.00
2769 DIY PLANET REPAIRS ± FRESHER'S FAYRE Borough 4,000 0.00
2770 VOLUNTARY RESIDENTIAL TRAVEL PLANS Borough 30,000 0.00
2771 SMARTER TRAVEL AWARDS Brough 3,000 0.00
2772 BIKE MAINTENANCE COURSES Borough 4,000 3,000.00
2773 WOMEN ON WHEELS Borough 1,000 1,000.00 DIY PLANET REPAIRS BRANDED 2774 ± Borough 5,000 0.00 ADVERTISING DIY PLANET REPAIRS TRAVEL AWARENESS 2775 ± Borough 3,000 1,000.00 NE WORKPLACE TRAVEL AWARENESS 2776 Borough 8,000 5,000.00 PROMOTION 3172 NATIONAL LIFTSHARE DAY Borough 8,000 0.00
Walking A23
Kingston/M 2711 NORBITON STATION TO KINGSTON HOSPITAL 50,000 0.00 0.00 C 2714 ELM PATH (THE CUT) MC 30,000 0.00 0.00
2719 WALKING AUDITS & DDA ACCESSIBILITY IMPRO Borough 30,000 25,000.00
2720 FUTURE SCHEME DEVELOPMENT AND REVIEW Borogh 30,000 0.00
Work Travel Plans
2331 TRAVEL PLAN MEASURES FUND Borough 10,000 0.00
2761 DR BIKE CYCLE MAINTENANCE Borough 2,000 2,000.00
2762 TRY CYCLING TO WORK PROGRAMME Borough 7,000 7,000.00
2763 TRAVEL PLAN DEVELOPMENT ASSISTANCE Borough 10,000 0.00
2764 WORKPLACE CYCLE TRAINING Borough 1,000 1,000.00
3,409,000 897,000. 2,154,000
Maldens and Coombe A24
SUMMARY OF LIP FUNDING: 2009 ± 2010 BIDS AND ALLOCATIONS FOR SURBITON NEIGHBOURHOOD
Neighbourhood Neighbourho Bid Amount + Borough wide od Allocation Allocation
2010 2010 2010 Neighbourhood Programme £ £ £ or borough-wide 20mph Zones
2696 PARK ROAD / BERRYLANDS ROAD Surbiton 25,000 25,000 25,000
2697 WARREN DRIVE NORTH Surbiton 40,000 40,000 40,000 FUTURE SCHEME DEVELOPMENT AND 2699 Borough 30,000 30,000 REVIEW (BO Bridge Assessment & Strengthening
2676 EWELL ROAD CULVERT Sur 6,000 0.00 0.00
2680 PACKAGE ADMIN FEE Borough 72,000 0.00 0.00
2681 LOBEG BCI PROJECT Borough 600,000 600,000
2682 KING CHARLES RAILWAY BRIDGE Surbiton 60,000 60,000 60,000
2791 EWELL ROAD CULVERT 2 Surbiton 50,000 0.00 0.00
Bus Priority SURBITON TO KINGSTON PUBLIC 2781 Surbiton/Kingston 200,000 0.00 0.00 TRANSPORT VICTORIA ROAD SUSTAINABLE 2784 Surbiton 150,000 100,000 100,000 TRANSPORT CORR EWELL ROAD CORRIDOR BUS LANE 2786 Surbiton 50,000 0.00 0.00 ENHANCEMENT 2787 R281 3G STUDY PROJECT SUPPORT Surbiton/Kingston 5,000 0.00 0.00
2788 BOROUGH ADMIN FEES Borough 15,000 15,000
Bus Stop Accessibility BUS STOP ACCESSIBILITY AND 2731 Borough 30,000 25,000 COMPLETION WO Education, Training & Publicity Schemes SECONDARY SCHOOL ROAD SAFETY 2700 Borough 10,000 10,000 STUDENT COU 2701 YOUNG DRIVERS SAFETY Borough 10,000 10,000
2702 THEATRE IN EDUCATION KINGSTON Borough 15,000 0.00
2703 REACHING HARD TO REACH GROUPS Borough 5,000 5,000
2704 POWERED-2-WHEELERS (P2W) Borough 8,000 8,000
2705 29(5¶652$'6$)(7< borough 2,000 2,000 2706 OCCUPATIONAL ROAD RISK (ORR) Borough 12,000 0.00
2707 DRINK / DRUG DRIVING Borough 5,000 5,000 PUBLIC TRANSPORT PASSENGER 2708 Borough 2,000 0.00 SAFETY CAMPAI TOWN CENTRE AND ROAD SIDE 2709 Borough 4,000 0.00 PEDESTRIAN PO A25
LCN LINK 123 - A243 BRIGHTON ROAD 4812 Surbiton 20,000 0.00 0.00 BETWEEN A 4864 LINK 122 - ROSE WALK TO HOGSMILL Surbiton 50,000 0.00 0.00 LINK 126 - SURBITON ROAD J/W 4899 Surbiton/Kingston 50,000 0.00 0.00 SURBITON H LINK 126 - LOWER MARSH LANE SHARED 4908 Surbiton 50,000 0.00 0.00 CYCL LINK 126 - VICTORIA ROAD BETWEEN 4944 Surbiton 200,000 50,000 50,000 BRIGHT Local Area Accessibility LOCAL ACCESSIBILITY SCHEME (LAS) 13235 Borough 30,000 0.00 WORK PR 13248 PARK ROAD/BERRYLANDS ROAD Surbiton 18,000 0.00
Local Safety Schemes BOROUGH-WIDE POWERED-2-WHEELERS 2686 Borough 90,000 90,000 SAFETY I HOOK ROAD (BETWEEN ASH TREE CLOSE 2687 Surbiton/South 50,000 50,000 50,000 AND VE FUTURE SCHEME DEVELOPMENT AND 2693 Borough 30,000 30,000 REVIEW (BO RAEBURN AVENUE / ELGAR AVENUE 2694 Surbiton 40,000 0.00 JUNCTION Non-LCN+ Cycling Schemes
2721 RED LION ROAD TOLWORTH Surbiton/South 26,000 0.00 0.00 BOROUGH-WIDE - RESIDENTIAL CYCLE 2727 Borough 20,000 20,000 PARKING 2728 BOROUGH-WIDE - CYCLE TRAINING Borough 120,000 100,000 BOROUGH-WIDE - MAINTENANCE OF NON 2729 Borough 20,000 0.00 LCN+ R BOROUGH-WIDE - NEW & IMPROVED 2730 Borough 100,000 0.00 FACILITIES Principal Road Renewal PRINCIPAL ROAD (VARIOUS LOCATIONS) - 2659 Borough 120,000 0.00 REP School Travel Plans CHRIST CHURCH PRIMARY PINE 2736 Surbiton 10,000 0.00 0.00 GARDENS SUR 2744 SCHOOL TRAVEL PLAN OFFICER Borough 25,000 25,000
2745 STP ± MONITORING AND UPDATING Borough 30,000 30,000
2746 STP ± SMALL GRANTS FUND Borough 60,000 50,000
2747 STP ± SCHOOL TRAVEL PLAN NETWORK Borough 10,000 10,000
2748 STP ± STUDENT COUNCIL Borough 10,000 10,000 2749 WALK TO SCHOOL / WALK ONCE A WEEK Borough 30,000 30,000 STP SURVEY & CONSULTATION 2750 ± Borough 10,000 0.00 SUPPORT 2751 STP ± ENGINEERING & DESIGN Borough 30,000 30,000 2752 STP - THEATRE IN EDUCATION Borough 8,000 8,000
2753 STP ± CELEBRATION EVENTS Borough 4,000 4,000
2754 STP ± SUPPLY STAFF Borough 1,000 1,000 STP - INTERNAL PROMOTIONAL 2755 Borough 1,000 0.00 MATERIALS 2756 CYCLICIOUS KINGSTON Borough 5,000 5,000
4984 INDEPENDENT SCHOOL STP GRANTS Borough 24,000 24,000 A26
Town Centres 0 TOLWORTH BROADWAY - COMPLETION 7412 Surbiton /south 0 40,000 40,000 OF SCHEME TOLWORTH BROADWAY PROVISIONAL 7413 Surbiton /South 0 0.00 0.00 ALLOCATION Travel Awareness
2765 BIKE WEEK 2008 Borough 12,000 10,000
2766 WALKING WORKS KINGSTON Borough 6,000 5,000 EURO MOBILITY WEEK / IN TOWN- 2767 ± Borough 18,000 15,000 WITHOUT-MY 2768 SMARTER DRIVING KINGSTON Borough 10,000 5,000 DIY PLANET REPAIRS FRESHER'S 2769 ± Borough 4,000 0.00 FAYRE VOLUNTARY RESIDENTIAL TRAVEL 2770 Borough 30,000 0.00 PLANS 2771 SMARTER TRAVEL AWARDS Brough 3,000 0.00
2772 BIKE MAINTENANCE COURSES Borough 4,000 3,000
2773 WOMEN ON WHEELS Borough 1,000 1,000 DIY PLANET REPAIRS BRANDED 2774 ± Borough 5,000 0.00 ADVERTISING DIY PLANET REPAIRS TRAVEL 2775 ± Borough 3,000 1,000 AWARENESS NE WORKPLACE TRAVEL AWARENESS 2776 Borough 8,000 5,000 PROMOTION 3172 NATIONAL LIFTSHARE DAY Borough 8,000 0.00
Walking
2712 RED LION ROAD Surbiton/south 50,000 0.00 0.00
2715 SURBITON TOWN CENTRE Surbiton 150,000 0.00 0.00
2716 TOLWORTH TOWN CENTRE Surbiton/south 100,000 0.00 0.00 WALKING AUDITS & DDA ACCESSIBILITY 2719 Borough 30,000 25,000 IMPRO FUTURE SCHEME DEVELOPMENT AND 2720 Borogh 30,000 0.00 REVIEW Work Travel Plans
2331 TRAVEL PLAN MEASURES FUND Borough 10,000 0.00 0.00
2759 AREA TRAVEL PLAN ± SURBITON Surbiton 15,000 15,000 15,000 2761 DR BIKE CYCLE MAINTENANCE Borough 2,000 2,000
2762 TRY CYCLING TO WORK PROGRAMME Borough 7,000 7,000 TRAVEL PLAN DEVELOPMENT 2763 Borough 10,000 0.00 ASSISTANCE 2764 WORKPLACE CYCLE TRAINING Borough 1,000 1,000
3,215,000 380,000 1,637,000
A27
Surbiton
A28
SUMMARY OF LIP FUNDING: 2009 ± 2010 BIDS AND ALLOCATIONS FOR SOUTH OF THE BOROUGH NEIGHBOURHOOD
Neighbourhood Neighbourhood Bid Amount + Borough Wide Allocation Allocation 2009/10 2009/10 2009/10 Neighbourhood Programme or borough- £ £ £ wide 20mph Zones FUTURE SCHEME DEVELOPMENT 2699 Borough 30,000 0.00 30,000 AND REVIEW Bridge Assessment & Strengthening
2673 FILBY ROAD CULVERT. South 4,000 0.00 0
2674 THORNHILL ROAD CULVERT South 4,000 0.00 0
2675 COTTERILL ROAD CULVERT South 4,000 0.00 0
2677 FILBY ROAD CULVERT South 50,000 50,000.00 50,000
2680 PACKAGE ADMIN FEE Borough 72,000 72,000
2681 LOBEG BCI PROJECT Borough 600,000 600,000
2789 COTTERILL ROAD CULVERT 2 South 200,000 0.00 0
2790 THORNHILL ROAD CULVERT 2 South 250,000 0.00 0
Bus Priority
2788 BOROUGH ADMIN FEES Borough 15,000 15,000
Bus Stop Accessibility BUS STOP ACCESSIBILITY AND 2731 Borough 30,000 25,000 COMPLETION Education, Training & Publicity Schemes SECONDARY SCHOOL ROAD SAFETY 2700 Borough 10,000 10,000 STUDENT COU 2701 YOUNG DRIVERS SAFETY Borough 10,000 10,000
2702 THEATRE IN EDUCATION KINGSTON Borough 15,000 0 REACHING HARD TO REACH 2703 Borough 5,000 5,000 GROUPS 2704 POWERED-2-WHEELERS (P2W) Borough 8,000 8,000
2705 29(5¶652$'6$)(7< borough 2,000 2,000 2706 OCCUPATIONAL ROAD RISK (ORR) Borough 12,000 0
2707 DRINK / DRUG DRIVING Borough 5,000 5,000 PUBLIC TRANSPORT PASSENGER 2708 Borough 2,000 0 SAFETY CAMPAI TOWN CENTRE AND ROAD SIDE 2709 Borough 4,000 0 PEDESTRIAN PO Freight Schemes
7324 CHESSINGTON INDUSTRIAL ESTATE South 0 0.00 0
12900 CHESSINGTON INDUSTRIAL ESTATE South 0 0.00 0
LCN A29
4878 LINK 123 - HOOK PARADE south 30,000 0.00 0 LINK 123 - A243 HOOK ROAD SOUTH 4927 South 100,000 0.00 0 OF J/W 4936 LINK 123 - FULLERS WAY SOUTH South 40,000 0.00 0
Local Area Accessibility LOCAL ACCESSIBILITY SCHEME 13235 Borough 30,000 0.00 0 (LAS) WORK PR MOOR LANE/CHESSINGTON HILL 13244 South 20,000 0.00 0 PARK 13245 CLAYTON ROAD South 45,000 0.00 0
Local Safety Schemes BOROUGH-WIDE POWERED-2- 2686 Borough 90,000 90,000 WHEELERS SAFETY I HOOK ROAD (BETWEEN ASH TREE 2687 Surbiton/South 50,000 50,000.00 50,000 CLOSE AND VE
2689 MOOR LANE STUDY South 10,000 10,000.00 10,000 COX LANE (BETWEEN DAVIES ROAD 2691 South 40,000 40,000.00 40,000 AND ROEBUC 2692 BRIDGE ROAD South 50,000 50,000.00 50,000 FUTURE SCHEME DEVELOPMENT 2693 Borough 30,000 0.00 30,000 AND REVIEW (BO Non-LCN+ Cycling Schemes
2721 RED LION ROAD TOLWORTH Surbiton/South 26,000 0.00 0 BRIDGE ROAD JUNCTION WITH 2722 South 30,000 30,000.00 30,000 MARSTON AVENUE 2723 COX LANE South 20,000 0.00 0
2724 MOOR LANE South 20,000 0.00 0
2725 CLAYTON ROAD CHESSINGTON South 50,000 0.00 0 BOROUGH-WIDE - RESIDENTIAL 2727 Borough 20,000 0.00 20,000 CYCLE PARKING 2728 BOROUGH-WIDE - CYCLE TRAINING Borough 120,000 0.00 100,000 BOROUGH-WIDE - MAINTENANCE OF 2729 Borough 20,000 0.00 0 NON LCN+ R BOROUGH-WIDE - NEW & IMPROVED 2730 Borough 100,000 0.00 0 FACILITIES Principal Road Renewal PRINCIPAL ROAD (VARIOUS 2659 Borough 120,000 0.00 0 LOCATIONS) - REP School Travel Plans CHESSINGTON COMMUNITY 2734 South 11,000 0.00 0 COLLEGE (CCC) 2735 ELLINGHAM PRIMARY SCHOOL South 65,000 0.00 0
2737 LOVELACE PRIMARY South 40,000 0.00 0
2740 670$5<¶635,0$5< South 10,000 0.00 0 2744 SCHOOL TRAVEL PLAN OFFICER Borough 25,000 0.00 25,000
2745 STP ± MONITORING AND UPDATING Borough 30,000 0.00 30,000
2746 STP ± SMALL GRANTS FUND Borough 60,000 0.00 60,000 STP SCHOOL TRAVEL PLAN 2747 ± Borough 10,000 0.00 10,000 NETWORK 2748 STP ± STUDENT COUNCIL Borough 10,000 0.00 10,000 A30
WALK TO SCHOOL / WALK ONCE A 2749 Borough 30,000 0.00 30,000 WEEK STP SURVEY & CONSULTATION 2750 ± Borough 10,000 0.00 0 SUPPORT 2751 STP ± ENGINEERING & DESIGN Borough 30,000 0.00 30,000 2752 STP - THEATRE IN EDUCATION Borough 8,000 0.00 8,000
2753 STP ± CELEBRATION EVENTS Borough 4,000 0.00 4,000
2754 STP ± SUPPLY STAFF Borough 1,000 0.00 1,000 STP - INTERNAL PROMOTIONAL 2755 Borough 1,000 0.00 0 MATERIALS 2756 CYCLICIOUS KINGSTON Borough 5,000 0.00 5,000 INDEPENDENT SCHOOL STP 4984 Borough 24,000 0.00 24,000 GRANTS Town Centres TOLWORTH BROADWAY - 7412 Surbiton /south 0 40,000 40,000 COMPLETION OF SCHEME TOLWORTH BROADWAY 7413 Surbiton /South 0 0.00 0 PROVISIONAL ALLOCATION Travel Awareness
2765 BIKE WEEK 2008 Borough 12,000 0.00 10,000
2766 WALKING WORKS KINGSTON Borough 6,000 0.00 5,000 EURO MOBILITY WEEK / IN TOWN- 2767 ± Borough 18,000 0.00 15,000 WITHOUT-MY 2768 SMARTER DRIVING KINGSTON Borough 10,000 0.00 5,000 DIY PLANET REPAIRS FRESHER'S 2769 ± Borough 4,000 0.00 0 FAYRE VOLUNTARY RESIDENTIAL TRAVEL 2770 Borough 30,000 0.00 0 PLANS 2771 SMARTER TRAVEL AWARDS Brough 3,000 0.00 0
2772 BIKE MAINTENANCE COURSES Borough 4,000 0.00 3,000
2773 WOMEN ON WHEELS Borough 1,000 0.00 1,000 DIY PLANET REPAIRS BRANDED 2774 ± Borough 5,000 0.00 0 ADVERTISING DIY PLANET REPAIRS TRAVEL 2775 ± Borough 3,000 0.00 1,000 AWARENESS NE WORKPLACE TRAVEL AWARENESS 2776 Borough 8,000 0.00 5,000 PROMOTION 3172 NATIONAL LIFTSHARE DAY Borough 8,000 0.00 0
Walking
2712 RED LION ROAD Surbiton/south 50,000 0.00 0
2716 TOLWORTH TOWN CENTRE Surbiton/south 100,000 0.00 0 WALKING AUDITS & DDA 2719 Borough 30,000 0.00 25,000 ACCESSIBILITY IMPRO FUTURE SCHEME DEVELOPMENT 2720 Borogh 30,000 0.00 0 AND REVIEW Work Travel Plans
2331 TRAVEL PLAN MEASURES FUND Borough 10,000 0.00 0 AREA TRAVEL PLAN CHESSINGTON 2758 ± South 20,000 20,000.00 20,000 INDUSTRIA 2761 DR BIKE CYCLE MAINTENANCE Borough 2,000 0.00 2,000 TRY CYCLING TO WORK 2762 Borough 7,000 0.00 7,000 PROGRAMME A31
TRAVEL PLAN DEVELOPMENT 2763 Borough 10,000 0.00 0 ASSISTANCE 2764 WORKPLACE CYCLE TRAINING Borough 1,000 0.00 1,000
3,139,000 290,000.00 1,629,000
South of the Borough A32
SUMMARY OF LIP FUNDING: 2009 ± 2010 BIDS AND ALLOCATIONS FOR KINGSTON TOWN NEIGHBOURHOOD
Neighbourhood Neighbourhood + Borough Bid Amount Allocation Wide Allocation
2010 2010 2010 Neighbourhood Programme £ £ £ or borough-wide 20mph Zones
2699 FUTURE SCHEME DEVELOPMENT AND REVIEW Borough 30,000 0 30,000
Bridge Assessment & Strengthening
2679 CLATTERN BRIDGE King 50,000 0.00 0.00
2680 PACKAGE ADMIN FEE Borough 72,000 0.00
2681 LOBEG BCI PROJECT Borough 600,000 600,000
Bus Priority
2780 KINGSTON ROAD / ST. JOHNS ROAD JUNCTION MC/Kingston 20,000 20,000 20,000 SURBITON TO KINGSTON PUBLIC TRANSPORT 2781 Surbiton/Kingston 200,000 0.00 0.00 CO WOOD ST/CLARENCE ST BUS / PEDESTRIAN 2782 Kingston 125,000 50,000 50,000 ARE LONDON ROAD / CAMBRIDGE ROAD JUNCTION 2783 Kingston 45,000 45,000 45,000 IM 2787 R281 3G STUDY PROJECT SUPPORT Surbiton/Kingston 5,000 0.00 0.00
2788 BOROUGH ADMIN FEES Borough 15,000 15,000
Bus Stop Accessibility
2731 BUS STOP ACCESSIBILITY AND COMPLETION Borough 30,000 25,000
Education, Training & Publicity Schemes SECONDARY SCHOOL ROAD SAFETY STUDENT 2700 Borough 10,000 10,000 COU 2701 YOUNG DRIVERS SAFETY Borough 10,000 10,000
2702 THEATRE IN EDUCATION KINGSTON Borough 15,000 0.00
2703 REACHING HARD TO REACH GROUPS Borough 5,000 5,000
2704 POWERED-2-WHEELERS (P2W) Borough 8,000 8,000
2705 29(5¶652$'6$)(7< borough 2,000 2,000 2706 OCCUPATIONAL ROAD RISK (ORR) Borough 12,000 0.00
2707 DRINK / DRUG DRIVING Borough 5,000 5,000 PUBLIC TRANSPORT PASSENGER SAFETY 2708 Borough 2,000 0.00 CAMPAI TOWN CENTRE AND ROAD SIDE PEDESTRIAN 2709 Borough 4,000 0.00 PO Freight Schemes
2778 LORRY INTRUSION: ALBERT ROAD KINGSTON Kingston 60,000 50,000 50,000
7325 LORRY INTRUSION - APPROPRIATE TRAFFIC MA Kingston 0 0.00 0.00
LCN A33
4647 LINK 122 - A307 RICHMOND ROAD J/W TUDOR Kingston 30,000 0.00 0.00
4801 LINK 124 - WHEATFIELD WAY J/W LADYBOOTH Kingston 14,000 0.00 0.00
4816 LINK 124 - A2043 CAMBRIDGE ROAD/KINGSTO Kingston 250,000 0.00 0.00
4819 LINK 122 - WOOD STREET (SOUTH SIDE) CYC Kingston 170,000 170,000 170,000
4850 LINK 121 - ENTIRE LINK MC/Kingston 100,000 0.00 0.00
4852 LINK 126 - BEAUFORT ROAD J/W LINGFIELD Kingston 15,000 0.00 0.00
4855 LINK 124 - FOOTPATH ACROSS MIDDLE OF TH Kingston 5,000 0.00 0.00
4861 LINK 122 - RICHMOND ROAD J/W LATCHMERE Kingston 75,000 0.00 0.00
4868 LINK 121 - A308 KINGSTON HILL BETWEEN M MC/Kingston 200,000 0.00 0.00
4871 LINK 124 - WHEATFIELD WAY BETWEEN PENRH Kingston 80,000 0.00 0.00
4876 LINK 122 - SPRINGFIELD ROAD (BLUE BRIDG Kingston 40,000 0.00 0.00
4881 LINK 124 - A2043 CAMBRIDGE ROAD J/W HAM Kingston 10,000 0.00 0.00
4892 LINK 121 - A308 KINGSTON HILL J/W PARK Kingston 50,000 0.00 0.00
4897 LINK 123 - WOODBINES AVENUE BETWEEN A30 Kingston 25,000 0.00 0.00
4899 LINK 126 - SURBITON ROAD J/W SURBITON H Surbiton/Kingston 50,000 0.00 0.00
4900 LINK 122 - RICHMOND ROAD FROM J/W RICHM Kingston 20,000 0.00 0.00
4901 LINK 122 - KINGSTON TOWN CENTRE CYCLE R Kingston 5,000 5,000 5,000
4916 LINK 123 - SKERNE ROAD J/W DOWNHALL ROA Kingston 30,000 0.00 0.00
4931 LINK 121 - A308 LONDON ROAD/KINGSTON HI Kingston 300,000 300,000 300,000
4940 LINK 124 - WHEATFIELD WAY TO A2043 CAMB Kingston 75,000 0.00 0.00
4947 LINK 123 - WOOD STREET BETWEEN J/W HORS Kingston 50,000 0.00 0.00
Local Area Accessibility 1322 KINGSTON UNIVERSITY AREA Kingston 45,000 0.00 0.00 1 1323 LOCAL ACCESSIBILITY SCHEME (LAS) WORK PR Borough 30,000 0.00 0.00 5 1324 COOMBE ROAD Kingston 50,000 0.00 0.00 3 1325 CANBURY AREA Kingston 43,000 0.00 0.00 2 Local Safety Schemes
2683 HIGH STREET / EDEN STREET KINGSTON Kingston 20,000 20,000 20,000 BOROUGH-WIDE POWERED-2-WHEELERS 2686 Borough 90,000 90,000 SAFETY I FUTURE SCHEME DEVELOPMENT AND REVIEW 2693 Borough 30,000 30,000 (BO Non-LCN+ Cycling Schemes SECURE CYCLE PARKING IN KINGSTON TOWN 2726 Kingston 100,000 0.00 0.00 CE BOROUGH-WIDE - RESIDENTIAL CYCLE 2727 Borough 20,000 20,000 PARKING 2728 BOROUGH-WIDE - CYCLE TRAINING Borough 120,000 100,000 BOROUGH-WIDE - MAINTENANCE OF NON LCN+ 2729 Borough 20,000 0.00 0.00 R 2730 BOROUGH-WIDE - NEW & IMPROVED FACILITIES Borough 100,000 0.00 0.00
Principal Road Renewal
2659 PRINCIPAL ROAD (VARIOUS LOCATIONS) - REP Borough 120,000 0.00 0.00 WOOD STREET (BETWEEN TRAFFIC LIGHT 2660 Kingston 93,000 0.00 0.00 OPPOS School Travel Plans A34
2732 ST JOSEPHS Kingston 50,000 0.00 0.00
2738 KING ATHELSTAN Kingston 20,000 20,000 20,000
2739 THE MOUNT KINGSTON Kingston 15,000 0.00 0.00
2741 ALEXANDRA INFANTS Kingston 35,000 0.00 0.00
2742 TIFFIN GIRLS Kingston 15,000 0.00 0.00
2744 SCHOOL TRAVEL PLAN OFFICER Borough 25,000 25,000
2745 STP ± MONITORING AND UPDATING Borough 30,000 30,000
2746 STP ± SMALL GRANTS FUND Borough 60,000 50,000
2747 STP ± SCHOOL TRAVEL PLAN NETWORK Borough 10,000 10,000
2748 STP ± STUDENT COUNCIL Borough 10,000 10,000 2749 WALK TO SCHOOL / WALK ONCE A WEEK Borough 30,000 30,000
2750 STP ± SURVEY & CONSULTATION SUPPORT Borough 10,000 0.00
2751 STP ± ENGINEERING & DESIGN Borough 30,000 30,000 2752 STP - THEATRE IN EDUCATION Borough 8,000 8,000
2753 STP ± CELEBRATION EVENTS Borough 4,000 4,000
2754 STP ± SUPPLY STAFF Borough 1,000 1,000 2755 STP - INTERNAL PROMOTIONAL MATERIALS Borough 1,000 0.00
2756 CYCLICIOUS KINGSTON Borough 5,000 5,000
4984 INDEPENDENT SCHOOL STP GRANTS Borough 24,000 24,000
Travel Awareness
2765 BIKE WEEK 2008 Borough 12,000 10,000
2766 WALKING WORKS KINGSTON Borough 6,000 5,000
2767 EURO MOBILITY WEEK / IN ±TOWN-WITHOUT-MY Borough 18,000 15,000 2768 SMARTER DRIVING KINGSTON Borough 10,000 5,000
2769 DIY PLANET REPAIRS ± FRESHER'S FAYRE Borough 4,000 0.00 2770 VOLUNTARY RESIDENTIAL TRAVEL PLANS Borough 30,000 0.00
2771 SMARTER TRAVEL AWARDS Brough 3,000 0.00
2772 BIKE MAINTENANCE COURSES Borough 4,000 3,000
2773 WOMEN ON WHEELS Borough 1,000 1,000
2774 DIY PLANET REPAIRS ± BRANDED ADVERTISING Borough 5,000 0.00 DIY PLANET REPAIRS TRAVEL AWARENESS 2775 ± Borough 3,000 1,000 NE WORKPLACE TRAVEL AWARENESS 2776 Borough 8,000 5,000 PROMOTION 3172 NATIONAL LIFTSHARE DAY Borough 8,000 0.00
Walking
2710 ST JAMES ROAD KINGSTON Kingston 50,000 50,000 50,000
2711 NORBITON STATION TO KINGSTON HOSPITAL Kingston/MC 50,000 0.00 0.00
2713 ANCIENT MARKET PLACE - EXTENDED AND IMP Kingston 50,000 0.00 0.00
2717 EAGLE WHARF KINGSTON Kingston 83,000 105,000 105,000 THAMESIDE FOOTPATH AND OPEN SPACE 2718 Kingston 15,000 90,000 90,000 KINGS 2719 WALKING AUDITS & DDA ACCESSIBILITY IMPRO Borough 30,000 25,000
2720 FUTURE SCHEME DEVELOPMENT AND REVIEW Borogh 30,000 0.00 A35
KINGSTON STATION/CROMWELL ROAD BUS 2779 Kingston 30,000 0.00 0.00 STATI Work Travel Plans
2331 TRAVEL PLAN MEASURES FUND Borough 10,000 0.00 AREA TRAVEL PLAN KINGSTON TOWN 2757 ± Kingston 20,000 20,000 20,000 CENTRE 2760 WORKPLACE TRAVEL PLAN PROMOTION Kingston 5,000 5,000 5,000
2761 DR BIKE CYCLE MAINTENANCE Borough 2,000 2,000
2762 TRY CYCLING TO WORK PROGRAMME Borough 7,000 7,000
2763 TRAVEL PLAN DEVELOPMENT ASSISTANCE Borough 10,000 0.00
2764 WORKPLACE CYCLE TRAINING Borough 1,000 1,000
4,688,000 950,000 2,207,000
Kingston Town
APPENDIX B Executive, 13 January 2009
CHILDREN’S SERVICES ANNUAL PERFORMANCE ASSESSMENT 2008 Report by the Strategic Director of Learning and Children’s Services Executive Member for Children and Young People’s Services
Purpose This report informs the Executive about the outcomes of the 2008 Annual Performance Assessment (APA) by Ofsted of Children’s Services in Kingston. Ofsted (Office for Standards in Education) now has responsibility for inspecting and reporting on the quality of all aspects of Children’s Services in local authorities, including schools, other aspects of education, child care and children’s social care. Kingston’s Children’s Services were inspected in 2006 and judged to be outstanding overall. In addition there is an annual assessment by Ofsted, based on performance data, a self assessment of progress on the Children and Young People’s Plan, reports provided by the Government Office for London and other external agencies and visits by Ofsted inspectors when appropriate. In the 2007 and 2008 APAs Kingston continued to be judged outstanding and further improvements in outcomes and service quality were noted.
The achievements set out in the 2008 APA are the result of effective partnership working between the Local Authority and its schools, together with partners in the police and health services, the LSC (Learning and Skills Council) and the voluntary and community sectors. These partners make up the Children’s Trust. The Trust is an effective body which provides strategic direction, joint commissioning and monitoring of the performance of all aspects of Children’s Services.
Ofsted’s APA letter is attached as Annex 1 to this report.
Action proposed by the Executive Member for Children and Young People’s Services:
The Executive is requested to:
1. note the outstanding outcomes of the 2008 Annual Performance Assessment and the issues for further improvement, as identified by Ofsted; and
2. require the Director of Learning and Children’s Services to include the issues for improvement in the new Children and Young People’s Plan, and to present the plan for approval by the Executive in June 2009.
Reason for action proposed
To ensure the Executive is appraised of the performance of Children’s Services and takes appropriate action to bring about any necessary further improvements as set out in the Children and Young People’s Plan.
B2
BACKGROUND
1. The Local Authority’s Children’s Services are assessed annually by Ofsted (Office for Standards in Education) which has responsibility for inspecting and reporting on the quality of all aspects of Children’s Services, including schools, other aspects of education, early years and child care services and children’s social care. In the 2008 Annual Performance Assessment (APA), Kingston’s Children’s Services were judged to be outstanding, with outstanding capacity to improve. This places the Local Authority among only 9 nationally to achieve this rating.
2. In 2006, RBK Children’s Services were inspected by Ofsted and judged to be outstanding overall, with the following judgements for the five outcomes for children and young people: good outcomes for Being Healthy, Staying Safe and Making a Positive Contribution and outstanding outcomes for Enjoy and Achieve and for Achieving Economic Well Being.
3. In addition to a 3 yearly inspection there is an annual assessment by Ofsted, based on performance data, a self assessment of progress on the Children and Young People’s Plan, reports provided by the Government Office for London and other external agencies and visits by Ofsted inspectors when appropriate. In the 2007 and 2008 APAs Kingston continued to be judged outstanding and further improvements in outcomes and service quality were noted.
4. Since the 2006 inspection there has been significant progress and now all areas of Children’s Services are judged to be outstanding, apart from Being Healthy which is rated still as good. There is a need to improve access to therapy services and to increase child immunisation rates to achieve better outcomes for children’s health.
5. The achievements set out in the 2008 APA are the result of effective partnership working between the Local Authority and its schools, together with partners in the police and health services, the LSC (Learning and Skills Council) and the voluntary and community sectors. These partners make up the Children’s Trust. The Trust is an effective body which provides strategic direction, joint commissioning and monitoring of the performance of all aspects of Children’s Services. It is the responsibility of the Children’s Trust to ensure there is an effective Children and Young People’s Plan. The 2008 APA has been reported to the Children’s Trust and the issues for improvement will be included in the new Children and Young People’s Plan. This will be presented to the Executive for approval in June 2009.
ANNUAL PERFORMANCE ASSESSMENT 2008
6. The APA makes the following judgements overall on the effectiveness of Children’s Services:
‘The Royal Borough of Kingston upon Thames consistently delivers outstanding services. The Council has made very good progress in responding to the recommendations made in the 2007 APA published in November 2007. The Council is effectively narrowing the gap between the outcomes for most children and young people and those who are the most vulnerable. The Council has sustained outstanding performance in improving the educational achievement and economic well-being of children and young people and in enabling them to stay safe. Safeguarding is outstanding. The Council has also made very good progress in engaging and involving children and young people through the Participation B3
Strategy. Children and young people achieve high standards at all stages of their education and a very large proportion is engaged in further education, training or employment compared to national figures. However, not all of the very small numbers of children who have been excluded from school receive adequate alternative tuition. The contribution the council makes towards improving outcomes for being healthy remains good with good progress being made in reducing waiting lists for the majority of services.
Children and young people’s services have outstanding capacity to improve further and are well managed by highly effective leaders. High quality strategic planning sustains a very good track record of improvement in nearly all services.’
7. The table below details the grades awarded for performance in 2008
Assessment judgement area Grade
Overall effectiveness of children’s services 4* Being healthy 3
Staying safe 4
Enjoying and achieving 4 Making a positive contribution 4
Achieving economic well-being 4
Capacity to improve, including the management of services 4 for children and young people
*4 = outstanding, 3 = good, 2 = adequate, 1 = inadequate.
Being Healthy
8. The major strengths reported are : robust well targeted multi-agency promotion work, which is leading to improved outcomes; good accessibility of Child and Adolescent Mental Health Services for all groups through effective multi-agency working; and good progress in addressing the health needs of children and young people with learning difficulties and/or disabilities.
Staying Safe
9. The major strengths reported are: a wide range of effective multi-agency early intervention and prevention strategies and services; very robust data and excellent use of analysis; and consistently above average performance in case management, including child protection arrangements.
Enjoy and Achieve
10. The major strengths reported are: high quality provision for Early Years education; consistently high attainment across all key stages compared to national figures; children and young people with learning difficulties and/or disabilities make good progress; and sustained performance in maintaining high levels of attendance and low levels of exclusion compared to national figures.
B4
Making a Positive Contribution
11. The major strengths reported are: very good involvement of children and young people, including looked after children and those with learning difficulties and/or disabilities in decision making processes; effective action to prevent offending and in reducing the number of first time entrants to the Youth Justice System; significant success in reintegrating young people at risk into education.
Achieving Economic Well Being
12. The major strengths reported are: very effective collaboration between Council, local partners and employers to ensure high quality education and training; very high proportion of young people in employment education and training after the age of 16; and very high proportion of looked after children and those with learning difficulties and/or disabilities in education, training and employment.
Capacity to Improve
13. The major strengths reported are: high quality strategic planning that sustains a very good track record of improvement; highly effective corporate leadership underpinned by strong partnerships; and very good integrated workforce development.
Issues for Improvement
14. The following issues were noted for improvement: § Provide the full entitlement of alternative tuition for the very small number of pupils who are permanently excluded from school.
§ Improve waiting times for occupational therapy
§ Improve immunisation rates including those for looked after children.
CONCLUSION
15. The APA is an important external assessment of the effectiveness of Children’s Services in Kingston. As noted above capacity for further improvement is a strength and is based on strong partnerships, good strategic planning and well integrated workforce development. Therefore we are well placed to continue to improve and achieve better outcomes for children and young people. While outcomes are mostly outstanding we are well aware that there are still too many gaps in outcomes for many groups of children and young people who face many barriers including social disadvantage, poverty, disability and exclusion. Narrowing these gaps and addressing the inequalities that reduce opportunities for some children and young people continue to be our priority, as well as continuing to raise standards for all.
ENVIRONMENTAL IMPLICATIONS
16. There are significant environmental implications arising from the priorities set out in the Children and Young People’s Plan and reflected in the 2008 APA judgements. These include our work to improve learning and leisure environments for children B5
and young people, their access to positive activities and safe outside spaces, their physical and emotional health and well being, their positive contribution to the local community, their engagement in employment, training and continuing education, our strategies to reduce youth crime and substance misuse, and our work to ensure children and young people are protected in the wider community, on the roads and in their homes. The positive outcomes in the 2008 APA, therefore, reflect a very positive impact on the local environment.
Background papers : held by Patrick Leeson (author of report) 020 8547 5220; e-mail: [email protected]
1. 2008 Annual Performance Assessment letter
Alexandra House T 08456 40 40 40 Direct T 0117 945 6293 33 Kingsway [email protected] Direct F 0117 945 6554 London WC2B 6SE www.ofsted.gov.uk [email protected]
17 December 2008
Mr Patrick Leeson Strategic Director of Learning and Children’s Services Royal Borough of Kingston upon Thames Guildhall 2 High Street Kingston upon Thames KT1 1EU
Dear Mr Leeson Annual performance assessment of services for children and young people in the Royal Borough of Kingston upon Thames 2008
This letter summarises the findings of the 2008 annual performance assessment (APA) for your council. The evaluations and judgements in the letter draw on a range of data and information which covers the period 1 April 2007 to 31 March 2008. As you know, the APA is not based on an inspection of your services and, therefore, can only provide a snapshot based on the evidence considered. As such, I am grateful to you for assuring the quality of the data provided.
Performance is judged on a four point scale as detailed in the handbook. I should emphasise that the grades awarded are based on an overall ‘best fit’ model. For instance, an outstanding judgement of Grade 4 reflects that overall most aspects, but not necessarily all, of the services in the area are working very well. We know that one of the features of outstanding provision is the drive for greater improvement and no council would suggest, and nor would Ofsted, that a judgement of outstanding indicates that everything is perfect. Similarly within a judgement of inadequate overall, Grade 1, there could be some aspects of the overall service that are adequate or even good. Judgements are made in a rounded way, balancing all of the evidence and giving due consideration to outcomes, local and national contexts, priorities and decision-making.
Page 1 of 5 The following table sets out the grades awarded for performance in 2008.
Assessment judgement area APA grade
Overall effectiveness of children’s services 4 Being healthy 3 Staying safe 4 Enjoying and achieving 4 Making a positive contribution 4 Achieving economic well-being 4 Capacity to improve, including the management of 4 services for children and young people
Inspectors make judgements based on the following scale 4: outstanding/excellent; 3: good; 2: adequate; 1: inadequate
Page 2 of 5 Overall effectiveness of children’s services Grade 4
The Royal Borough of Kingston upon Thames consistently delivers outstanding services. The council has made very good progress in responding to the recommendations made in the 2007 APA published in November 2007. The council is effectively narrowing the gap between the outcomes for most children and young people and those who are the most vulnerable. The council has sustained outstanding performance in improving the educational achievement and economic well-being of children and young people and in enabling them to stay safe. The council has also made very good progress in engaging and involving children and young people through the Participation Strategy. Children and young people achieve high standards at all stages of their education and a very large proportion is engaged in further education, training or employment compared to national figures. However, not all of the very small numbers of children who have been excluded from school receive adequate alternative tuition. The contribution the council makes towards improving outcomes for being healthy remains good with good progress being made in reducing waiting lists for the majority of services.
Children and young people’s services have outstanding capacity to improve further and are well managed by highly effective leaders. High quality strategic planning sustains a very good track record of improvement in nearly all services.
The areas for further development set out in your self-assessment are consistent with the evidence. However, following the APA an additional area for development has been identified as follows:
Enjoying and Achieving
Provide the full entitlement of alternative tuition for the very small number of pupils who are permanently excluded from school.
The children's services grade is the performance rating for the purpose of section 138 of the Education and Inspections Act 2006. It will also provide the score for the children and young people service block in the comprehensive performance assessment to be published by the Audit Commission.
We are grateful for the information you provided as part of this process and for the time given by you and your colleagues in preparing for the assessment.
Yours sincerely
Juliet Winstanley Divisional Manager Local Services Inspection
Page 3 of 5 Major strengths and important weaknesses
Major strengths Important weaknesses and areas for development
Being healthy Being healthy Robust well targeted multi-agency Waiting lists for occupational therapy promotion work, which is leading to remain too long. improved outcomes. Immunisation rates including those for Good accessibility of child and looked after children are too low. adolescent mental health services for all groups through effective multi-agency working. Good progress in addressing the health needs of children and young people with learning difficulties and/or disabilities. Staying safe Staying safe A wide range of effective multi-agency early intervention and prevention strategies and services. Very robust data and excellent use of analysis. Consistently above average performance in case management, including child protection arrangements. Enjoying and achieving Enjoying and achieving High quality provision for early years The very small numbers of pupils education. permanently excluded from school do not Consistently high attainment across all all receive adequate alternative tuition. key stages compared to national figures. Children and young people with learning difficulties and/or disabilities make good progress. Sustained performance in maintaining high levels of attendance and low levels of exclusion compared to national figures. Making a positive contribution Making a positive contribution Very good involvement of children and young people, including looked after children and those with learning difficulties and/or disabilities in decision making processes. Effective action to prevent offending and in reducing the number of first time
Page 4 of 5 entrants to the youth justice system. Significant success in reintegrating young people at risk into education. Achieving economic well-being Achieving economic well-being Very effective collaboration between council, local partners and employers to ensure high quality education and training. Very high proportion of young people in employment education and training after the age of 16. Very high proportion of looked after children and those with learning difficulties and/or disabilities in education, training and employment. Capacity to improve including the Capacity to improve including the management of children’s services management of children’s services High quality strategic planning that sustains a very good track record of improvement. Highly effective corporate leadership underpinned by strong partnerships. Very good integrated workforce development.
Page 5 of 5 APPENDIX C Executive, 13 January 2009
SUPPORTING PEOPLE ANNUAL PLAN 2009/10 Report by Head of Strategy and Performance Executive Member for Health and Adult Community Services
Purpose This is an update report on the Supporting People Programme in the Royal Borough of Kingston upon Thames (RBK). This report includes progress on the Supporting People Five-Year Strategy, progress in meeting the recommendations of the Audit Commission Inspection, contract monitoring and current and future Supporting People grant levels.
Action proposed by the Executive Member for Health and Adult Community Services:
The Executive is requested to:
1. note the work carried out in the previous year including ongoing monitoring of the programme to ensure strategic relevance, quality of service and value for money from the schemes we are funding; and
2. agree the work planned for the period to March 2010, to enhance and refine the services provided within current and expected funding constraints.
Reason for action proposed To ensure the Council is aware of current progress and planned future actions to meet the Supporting People Five Year Strategy, the requirements of the Department for Communities and Local Government with respect to Supporting People services, and implementation of Audit Commission Inspection recommendations.
BACKGROUND
1. The Supporting People Programme became live on 1 April 2003 and is a partnership between RBK (Community Services, Learning & Children Services, and Housing), Health services, and Probation services.
2. The Supporting People programme offers housing related support to vulnerable people to improve their quality of life by funding services that promote independent living.
3. Key themes of Supporting People are to help sustain accommodation and enhance independence for older people, people with learning disabilities, people with mental health problems, single homeless people and other vulnerable groups, to ensure that they have better access to health care and advice, education and employment. The programme also places a particular emphasis on ensuring that there is a diversity of support which is responsive to the needs of hard to reach groups and Black and Minority Ethnic (BME) Communities.
C2
4. Previously a wide range of housing-related and other support to vulnerable people was funded, planned and administered in a host of different ways. This led to over provision in some areas, varying levels of quality and cost, with unmet needs in other key areas.
5. Under the Supporting People Programme the Office of the Deputy Prime Minister (ODPM) brought the separate funding sources together and established a framework for better co-ordination of commissioning and service delivery in a way that would lead to:
• A focus on meeting locally identified needs • Informed choice and independence • Improved quality and value
6. Funding is by way of a Supporting People grant award from the Department for Communities and Local Government, (DCLG) [formerly the ODPM]. The Borough administers this and the Council has been awarded an administration grant that part funds the Supporting People Team.
THE STRATEGIC CONTEXT – NATIONAL DRIVERS
Supporting people National Strategy: ‘ Independence and Opportunity’
7. In July 2007, the Department for Communities and Local Government (DCLG) published its national strategy for Supporting People: ‘ Independence and Opportunity’ . The Strategy provides a broad vision of the direction of the Supporting People programme in the coming years and focuses on 4 key areas:
• Keeping service users at the heart of the programme and the local delivery of the service; • Building on the already successful partnerships with the Third Sector; • Delivering effectively in the new local government landscape; and • Working towards better efficiency and less bureaucracy.
8. In Kingston work is already underway that will assist in meeting the aims of the national strategy. However, further progress is required particularly in preparing for the proposed pooling of the SP grant into the LAA in 2009-10, and for the commissioning and restructuring of services
‘Strong and Prosperous Communities – the Local Government White Paper’
9. The Local Government White paper said “We expect Supporting People to be delivered through the LAA framework at the earliest opportunity as part of an integrated service for the most vulnerable”. The Local Government White paper also set out the different arrangements for LAAs from April 2008: • A new national indicator set of 200 indicators (down from 1200) – from which 35 will be identified for inclusion in the local area agreement and targets set. • The two Supporting People national performance indicators (number of vulnerable people achieving independent living & number of vulnerable people who are supported to maintain independent living) are included in the 200 indicators.
C3
10. The Supporting People outcomes framework (capturing the complexity and diversity of the programme) will underpin the local government performance framework that is currently being developed and this approach will enable providers and local authorities to monitor outcomes.
The Independent Living Strategy
11. In July 2006, the Independent Living Review was set up to develop a five-year strategy for independent living. The aim of the strategy is that: • disabled people (including older disabled people) who need support to go about their daily lives will have greater choice and control over how support is provided • disabled people (including older disabled people) will have greater access to housing, education, employment, leisure and transport opportunities and to participation in family and community life.
12. The strategy sets out a five-year plan that seeks to realise the Government's aim that all disabled people (including older disabled people) should be able to live autonomous lives, and to have the same choice, freedom, dignity and control over their lives as non- disabled people. It takes a life course approach, from young people in transition to adulthood and including older people.
13. The personalisation of services, or self-directed support, is a key element within the Strategy, giving disabled people greater choice and control over the support they need and resources available to them. This may be achieved through individual budgets and direct payments, development of user led organisations, access to advocacy and better information and support.
Valuing people now: from progress to transformation - a consultation on the next three years of learning disability policy
14. The white paper 'Valuing People' (2001) set out the Government's vision for people with a learning disability, across a range of services based on four key principles of rights, independence, choice, and inclusion. The white paper's vision covered a range of issues including health, housing and employment. 'Valuing People Now' reflects recent consultation on the priorities for the learning disability agenda over the next three years and includes: • Personalisation and Self Directed support - choice and control, individual budgets, person centred plans, advocacy. • What people do in the day. • Better Health. • Access to Housing.
‘Putting people first: a shared vision and commitment to the transformation of adult social care’ (December 2007)
15. Across Government, the shared ambition is to put people first through a radical reform of public services. It will mean that people are able to live their own lives as they wish;
C4
confident that services are of high quality, are safe and promote their own individual needs for independence, well-being, and dignity.
16. This holistic approach is set out in 'Putting people first: a shared vision and commitment to the transformation of adult social care', the ministerial concordat launched on 10 December 2007. This ministerial concordat establishes the collaboration between central and local government, the sector's professional leadership, providers and the regulator. It sets out the shared aims and values which will guide the transformation of adult social care, and recognises that the sector will work across agendas with users and carers to transform people’s experience of local support and services.
Refocused Key Lines of Enquiry
17. The Audit Commission’s amendments to KLOE 10 for Supporting People include: • A clear approach to continuous improvement – quality of services and value for money. • Better evidence of outcomes for service users – especially for those who have been poorly served in the past. • More sustainable involvement for service users – including in the governance of SP programmes. • Embedded commissioning and procurement of support services – in cooperation with other agencies. • Clarity about the future governance and delivery arrangements once Supporting People grant is paid through the area-based grant to support Local Area Agreements.
LOCALLY - THE SUPPORTING PEOPLE FIVE-YEAR STRATEGY
18. The purpose of our Five-Year Strategy is to examine critically the services we inherited, and focus them on local need and strategic priorities. The Strategy sets out how services will begin to reshape to deliver the vision of well-targeted, cost effective and good quality housing related support services for the people of RBK.
19. The Strategy requires that, in reviewing and considering the future for current and new schemes, some combination of the following was to be achieved:
• Maintain service levels with lower levels of funding. • Increase service levels for the same funding. • Remodel services to get better outcomes. • Realign funding to services that better meet current strategic priorities.
To enable this to be achieved an up to date and robust needs information is required to inform decision making.
20. The final version of the Strategy was completed and agreed by Supporting People partners in June 2005. It was agreed by Executive and submitted to the ODPM in October 2005, and is currently being taken forward through Annual Plans which form part of the Strategy.
C5
21. Locally the Supporting People programme also contributes to achieving outcomes in a number of other strategies including the Community Plan, Adult Care Commissioning, Homelessness Strategy and Housing Strategy.
22. Supporting People also has a significant role in achieving several targets of the Local Area Agreement. This is particularly true of National Indicator 141 – ‘number of vulnerable people achieving independent living’, which is the equivalent of the SP KPI2 and measures the number of people who make planned moves out of shorter term supported accommodation. The target for 2008-9 is 70.15% planned moves, and as at quarter 2 the actual achieved is 71.20%.
AUDIT COMMISSION INSPECTION
23. The Supporting People Programme in Kingston was inspected by the Audit Commission Housing Inspectorate, in conjunction with the Commission for Social Care Inspection and Her Majesty’s Inspectorate of Probation during September 2007.
24. The Royal Borough of Kingston was judged to be delivering a ‘fair’ service which has promising prospects for improvement.
25. The key areas for improvement focused on:- • the Governance structures of the programme and the need to review terms of reference and protocols for the Commissioning Body, the Core Strategy Group and the provider forum to ensure they are fit for purpose and have wider representation. • Ensuring that service users are adequately informed about fairer charging, including arrangements for requesting assessments – this includes making sure that information is easily accessible and understandable. • Enhancing aversion and contingency arrangements within the risk register. • Consistency of contract monitoring and monitoring of action plans following service reviews. • Clarification of complaints processes and accountability. • Further work with mapping service users and removing barriers to involvement (e.g. transport, expenses). • Raise the profile of the programme. • More work to ensure that the specific needs of Black and Minority Ethnic groups are met.
26. An action plan was developed to progress the recommendations of the report in 2008/9. All tasks in the action plan, which the Scrutiny Panel considered to be an ambitious programme for the small Supporting People team, have been completed and most are noted below. The Audit report did not identify any areas we were unaware of and in the majority of cases work had already commenced to address areas of weakness. However the outcome of the Inspection counted towards our Housing CPA score last year. For those purposes it was only the “fair” judgement that was counted and this equates to a “2” (out of “4”) and this had the effect of reducing our overall Housing CPA score from “3” to “2”. The inspection score remains in the scoring system for CPA 2008 where it will again result in a lower CPA rating for Housing of “2”, irrespective of the significant service improvements and developments actioned over the last 12 months, as outlined below.
C6
SERVICE DEVELOPMENTS ACHIEVED DURING 2008
27. During 2008 Supporting People undertook the funding of the following new and reconfigured schemes which met with some of its priority criteria, and addressed areas of the audit report.
• A Rent Deposit/Tenancy Support scheme was developed for up to 35 substance misusers and/or ex-offenders along with a day treatment service jointly commissioned with the Strategic Partnership for Alcohol and Drugs team with a cost over 3 years of £340,000. • Pilot service expansion was agreed with Cairn House mental health scheme to provide services to 6 extra individuals (total 16) with complex needs, including 24hr waking cover. Extra cost for 1 year £100,000. • A one year pilot scheme was agreed to provide support service for Travellers particularly those on the Swallow Park site. Service provided by RBK Housing Resettlement team. Cost for 1 year is £19,600.
OTHER DEVELOPMENTS IN 2008
28. As noted above many of the areas of work undertaken in 2008 arose out of recommendations from the Audit Commission inspection. These included:
• Increased involvement of the voluntary sector in Supporting People Governance including a voluntary sector representative on the Commissioning Body. Terms of reference for both bodies and the Inclusive Forum were reviewed and updated. • New complaints, appeals and risk reporting procedures were introduced. • Increased user direction of their forums with more presentations being given by service users. Organised transport and payment of expenses. • Website and information leaflets reviewed and updated to improve accessibility by service users and providers. Printing of newsletters to reduce burden on providers. • Development of a self-assessment tool for smaller service providers to enable them to ascertain their buildings compliance with requirements of the Disability Discrimination Act. • Needs assessment on BME and socially excluded groups carried out resulting in some of the service developments noted above e.g. Travellers Service • Commissioning Strategy and timetable for future contracting of Supporting People services established.
OBJECTIVES FOR 2009
29. A significant task during 2008 was the development of a Commissioning Strategy for Supporting People services. When Supporting People was introduced in 2003 the legacy services that came under its remit were re-contracted under 3yr Interim contracts to allow time to review the services and assess their eligibility, strategic relevance, quality and value for money. Those services that met all those criteria were then re-contracted for a further 3yrs under steady state contracts to allow further development and understanding of the market for supported housing services and how commissioning should develop in future. The majority of the steady state contracts are due for renewal in March 2009. The
C7
Commissioning Body agreed a strategy for reconsideration of contracting arrangements that would allow:
• Development of a more diverse competitive market. • Encourage and strengthening the role of third sector providers. • Development of innovative services. • Better outcomes for service users. • Increased value for money. • Improved efficiency. • A risk managed market.
30. Each client group would be subject to an options appraisal that would determine the possibilities and scope for future contracting and could consider and make recommendations to the Commissioning body including whether:
• Current services are working and producing outcomes. • Services/Client groups can be amalgamated. • Joint commissioning of services is appropriate. • Due to the particular nature of the scheme it would be appropriate to waive the standing orders. • Suitable for Individual Budgets. • Suitable for open tendering. • Any other course of action is deemed appropriate.
31. There are complexities around the nature of housing with support that may inhibit the degree to which open tendering for services may be achievable. Some schemes are located within buildings which are owned by the provider who would not wish another organisation to deliver the support service. In other cases the owner of the building may not provide the support service but the support provider may undertake housing management services for the owner.
32. In recognition of these complexities, the resource intensity of contact procurement and the small size of the Supporting People team which also has its ongoing contract management tasks to fulfil, the Commissioning body has agreed that the task of recontracting all SP services will need to be spread over a two year period. A set of criteria was established to prioritise the order in which client group services and would be examined these included:
• Recent Strategic Review • High cost or poor Value for Money • Quality of services • Complexity e.g. accommodation based in specialist building • Opportunity for service integration • Suitability for joint commissioning
33. Using these criteria a commissioning timetable to carry out options appraisals for each client group was developed.
C8
34. Changes to the ringfence and grant conditions for Supporting People funding will provide opportunities to develop further and improve commissioning processes and tendering protocols, including joint commissioning arrangements with Housing, Adult Care Services, Health Service.
BENEFITS OF THE SUPPORTING PEOPLE PROGRAMME
35. The DCLG published a report on the financial benefits of the Supporting People programme in January 2008. This compared the costs of the programme with the savings in other areas. The study indicated that the annual estimated net benefit of the programme across England was nearly 80% greater than the annual cost to the DCLG. That is for every £1 spent on Supporting People services £1.80 was saved in other areas e.g. residential care placements. Looking at client groups, the benefit was most substantial for older people, people with drug problems, homeless families and people with a mental health problem. In all these cases the preventative role of Supporting People services avoided the higher costs of hospitalisation or residential care for example, plus the costs of family breakdown and rehousing. Taking the basic assumption the £4.3m local Supporting People spend could be providing benefit of at least £7.74 savings in other areas. Taking into account the local balance of services with relatively high spending in the areas of mental health, sheltered housing and homelessness the savings figure is likely to be higher than this.
OUTCOMES
36. Outcomes show how service users benefit from the services they are receiving, so are important in establishing the effectiveness of the use of resources. The DCLG required the providers of short term services (less than 2 yrs) to complete Outcome Forms for everyone leaving their service from June 2007. Results from the 411 forms sent out up to the end of April 2008 are generally encouraging. For those who made planned moves, the outcomes are generally successful:
• 63% of service users needed support to maximise their income and 88.5% succeeded in this. • 45 % needed support to retain their accommodation and 61% achieved this. • 26% needed support to better manage their physical health, and 69% succeeded • 36% needed support to better manage their mental health, and 71% succeeded. • 29% needed support to reduce debts and 60% succeeded.
37. Looking across the range of outcomes, there is a 50-90% success rate in achieving them, which indicates the success of housing support services. Long-term outcome information is a little different because it is collected from people who are currently receiving services, on a sample basis. Outcome forms were required for people in long term services on a sample basis from July 2007. The data covers both immediate needs and the need for longer term support. The success rate tends to be higher than for short term services.
• 14% needed support to obtain adaptations or assistive technology and 100% were able to live more independently as a result of getting this support.
C9
• 60% needed support to better manage their physical health and 92% achieved this. • 36% needed support to better manage their physical health and 90% achieved this. • 90% needed support to maximise their income and 100% were able to do this. • 60% needed support to establish contact with external agencies, family or friends and this was successful for 94%. • 59% needed support to participate in leisure, cultural, faith or informal learning activities and 83% were enabled to do this.
38. We will continue to monitor outcomes as the data series grows and these will be available to enable us to better monitor contracts and also inform the LAA indicators.
CURRENT AND FUTURE SUPPORTING PEOPLE GRANT LEVELS
39. The level of Supporting People Grant for RBK was £4,483,219 in 2005/06 this was a reduction of £237,776 from the previous year’s grant. For 2006/07 it was further reduced to £4,405,694 and remained at that level for 2007/08.
40. The funding level for the next 3 years, 2008-11, was set as part of the CSR process in 2007. For RBK the programme grant has been frozen at its 2007/8 level (£4,405,694 pa). Taking into account probable inflation this effectively cuts the value of the grant by approx. 3% per year during that period. These savings will have to be achieved by further efficiency savings and re-alignment of services and contracts. Any priorities for new schemes will also have to be met from savings from current programme spending
41. Analysis of spending for financial year 2008/9 is as below.
Supporting People Client Group Spend 2008-9
£41,091, £310,354, 1% £1,239,910, 7% £320,096, 25% 7% £330,806, Mental Health 7% Older People Learning difficulties/Phys/Sense disability £360,621, Single Homeless/Homeless Families 8% MH&Drug/Alcohol/Complex Needs Generic Young People/Teenage Pregnancy Domestic Violence Offenders £566,827, £906,155, 12% 19% £670,109, 14%
C10
42. This spending provided housing support services for the following number of people in each client group.
Supporting People Number clients 2008-9
38, 30, 19, 85, 187, 2% 2% 1% 5% 26, 11% 2% Mental Health Older People 222, Learning difficulties/Phys/Sense disability 13% Single Homeless/Homeless Families MH&Drug/Alcohol/Complex Needs Generic Young People/Teenage Pregnancy Domestic Violence Offenders 987, 101, 58% 6%
ENVIRONMENTAL IMPLICATIONS
43. There are no environmental implications arising directly from this report.
Background papers: held by Tom Bell, Supporting People Manager (author of report), 020 8547 6138; e-mail: [email protected]
1 National Supporting People Strategy – ‘ Independence and Opportunity’ (20 th June 2007) 2 Report on Supporting People (October 2005) - Audit Commission 3 Health White Paper – `Our health, our care, our say: a new direction for community services` (March 2006) 4 Supporting People 5 Year Strategy, 2005-10 (October 2005) - RBK 5 Research into the financial benefits of the Supporting People programme - Capgemini UK for CLG (Jan 2008)
C11
Supporting People Annual Plan 2009/10
Aim Action Outcome Time Lead Resources Undertake options Constitute working party to Better targeted services, March SP Existing team appraisal of Mental make recommendations for improved outcomes for 09 manager resources, Health housing future service configurations. service users, improved partner agencies support service value for money and stakeholders. May need consultancy support Undertake options Constitute working party to Better targeted services, May 09 SP Existing team appraisal housing make recommendations for improved outcomes for manager resources, support services for future service configurations. service users, improved partner agencies single homeless and value for money and stakeholders. homeless families May need consultancy support Undertake options Constitute working party to Better targeted services, Aug 09 SP Existing team appraisal of housing make recommendations for improved outcomes for manager resources, support service for future service configurations. service users, improved partner agencies people with Learning value for money and stakeholders. Disabilities or May need Physical Disabilities consultancy support Undertake options Constitute working party to Better targeted services, Nov 09 SP Existing team appraisal of Generic make recommendations for improved outcomes for manager resources, housing support future service configurations. service users, improved partner agencies services value for money and stakeholders. May need consultancy support
C12
Aim Action Outcome Time Lead Resources Identify savings Carry out options appraisals Eliminate current April 09 SP Within existing within programme as per timetable. Alongside of overspend and offer and manager resources. spend of at least this negotiate with providers possibility of inflationary ongoing £200k pa. identified as higher than increases to some average cost to seek savings contracts. Ensure all in the short term services are offering value for money. Ensure services are Monitor services using Identifying services Ongoing SP Team Within existing achieving positive National Supporting People achieving positive resources outcomes for their outcomes set which shows outcomes and seeking to users outcomes achieved for learn from their good service users in the five practice. Increasing areas: Economic well-being, positive outcomes for all Enjoy & Achieve, Being service users healthy Safety and security Social and civic participation. Follow up with individual providers in contract monitoring. Ensure current Continue with contract Better experience and Ongoing SP Within existing services continue to monitoring arrangements. outcomes for users of Officers resources improve quality Develop action plans with services standards providers to address areas for improvement
APPENDIX D Executive, 13 January 2009
PERFORMANCE MANAGEMENT IN ADULT SOCIAL SERVICES Report of the Strategic Director of Community Services Executive Member for Health and Adult Community Services
Purpose This report updates the Executive on the outcome of the Commission for Social Care Inspection’s (CSCI) Annual Review Meeting 2007-08 Performance Assessment of Kingston’s Adult Social Services.
Action proposed by the Executive Member for Health and Adult Community Services
The Panel is requested to note the outcome of the Inspection and the progress and priorities for improvement in Adult Services.
Reason for action proposed To inform Members of the outcome of the review, the progress made and to obtain approval for planned future actions.
BACKGROUND
1. The Department of Health’s Annual Review Meeting to assess Kingston’s Adult Social Services performance for 2007-08 took place on 19 August 2008. The meeting was chaired by CSCIs Deputy Regional Director, David Vowles, and was attended by the then Executive Members for Adult Services, Health and Social Inclusion, the Strategic Director of Community Services and his Adult Services Management Team and by representatives from Kingston Primary Care Trust, South-West London and St George’s Mental Health Trust and Kingston Hospital Trust.
2. The Annual Review Meeting process enables the CSCI to identify strengths and areas for improvement which have arisen from a range of evidence – performance indicators, the annual Self Assessment Survey (SAS), inspections (there were two last year, one of Services for People with Learning Disabilities and one of Supporting People Services) and general flow of information from Adult Social Services, the Strategic Health Authority and District Audit. It gives RBK the opportunity to present its highlights and challenges and identify its direction of travel in Social Services.
3. Progress is monitored under the outcomes from Department of Health’s “Our Health, Our Care and Our Say”, with the addition of “Commissioning and User of Resources and Leadership”.
4. The CSCI requires the Strategic Director of Community Services to “present the Performance Review Report to an open meeting of the relevant executive committee of the council within two months of the date of the letter (27 th November 2008)”. The full report is attached at Annex 1. D2
KEY FINDINGS
5. This presents an overview of the key issues raised by the performance report; the full summary report is attached at Annex 1 and provides more detail.
Summary of Key Strengths over the past year
6. Overall CSCI acknowledged that the Council has made good progress with the action plan to address the areas for improvement highlighted in last year’s CSCI performance review report, which are mostly met.
All people using services • New Commissioning Strategies across Adult Social Care to realise the transformation of social care agenda. • New eligibility criteria supported by a preventions strategy (Independence and Wellbeing Plan). • Commitment to training and developing staff and ensuring the right skill mix for service delivery. • Good joint arrangements with other boroughs regarding specialist services. • Generally good regulated services. • Good cooperation with health partners in health promotion, evident in LAA. • Progress in self-directed care through direct payments and individual budgets. • Good level of reviews of care packages. • New supported housing options to enable people to live in the community. • Further progress towards self-assessment. • Low levels of complaints and prompt responses. • Some open access services retained – e.g. Asperger’s and Sensory Impairment. • Significant work done with BME groups over the year – needs analysis of refugees and asylum seekers, better ethnicity recording, more take up of direct payments in BME groups, broader access to interpreting services, floating support service for travellers. • Increased emphasis on safeguarding – new policy and procedure, increased awareness, Safeguarding Strategy produced, increased training – including Private and Voluntary sector.
Older people • Intermediate care team with single point of contact and other re-ablement services to avoid hospital admissions. • New dementia care resource centre.
People with learning disabilities • Timely transition support, strengthened by a support brokerage team. • Increased and effective use of individual budgets. • User Parliament involved in service improvement and review. • More people learning disabilities into paid ad voluntary work via Workstart.
People with mental health problems • High level of increase in direct payment numbers for users and carers.
People with physical and sensory disabilities • Job opportunities in the Council are being promoted through job carving and apprenticeships. D3
• Prompt equipment delivery and access to web-based self assessments for services and equipment.
Carers • LAA targets to improve access to work • Support for carers in employment • More use of direct payments
Summary of Areas for Improvement
7. Continued work to strengthen the commissioning process and optimise use of resources is needed to ensure services are appropriately targeted and developed.
All people using service • Finalise and implement Commissioning Strategies (these were agreed by Executive in September 2008 and are now being implemented). • Improve consistency of performance on all indicators, and speed up improvement through benchmarking. • Modernise range of community support services to facilitate supported living options. • Identify areas for improvement in the provider market in Kingston and work with providers to improve/change services. • Increase supported housing options, with a focus on younger adults and those with complex needs. • Improve timeliness of assessments and provision of services following assessment. • Extend individual budgets to a wider range of service users. • Work towards meeting higher level of the Local Government Equality Standard. • Monitor changes in local population and respond to changing needs. • Continue to raise awareness of safeguarding in all services and increase level of training among Private and Voluntary sector providers. • Improve recording of data to enable performance management and analysis to inform preventative measures.
Older people • Stronger whole systems working to support re-ablement and minimise hospital stays. • Improve availability of telecare.
People with learning disabilities • Change current pattern of spend in learning disabilities – including take up of Independent Living Fund benefits. • Continue to extend the range of employment opportunities. • Continue to explore whether people are choosing not to use services and whether there are hard to reach groups who are not accessing the service.
People with mental health problems • Continue to extend the range of employment opportunities.
People with physical and sensory disabilities • Continue to extend the range of employment opportunities.
Carers • Improve access to work and employment support in line with LAA targets.
D4
NEXT STEPS
8. An action plan has been developed with a focus on areas for improvement. This is monitored regularly at Community Care Services Departmental Management Team and by the Strategic Director of Community Services in his role as Statutory Director of Adult Services, as well as by the CSCI at Routine Business meetings during the year. Particular focus is being given to waiting times for assessments and time between assessment and a package of care being put in place. Considerable effort had been put into both these areas over the previous twelve months delivering measurable improvements. However, comparator authorities had improved too, resulting in a lower performance position for Kingston.
9. RBK’s performance rating for Adult Social Services is two stars, which incorporates an improvement on our 2006/07 performance level for Capacity for Improvement from ‘Uncertain’ Prospects to ‘Promising’ Prospects. The judgements and rating for Kingston are as follows:
Delivering outcomes : Good
Capacity for Improvement ( a combined judgement from the Leadership and the commissioning and use of resources evidence domains): Promising
10. This recognises the significant work undertaken by Adult Social Care to not only address areas for improvement as identified in the two Inspections, but also to develop its Leadership and Commissioning capacity and make good use of resources. The judgement on Delivering Outcomes will contribute to the Audit Commission’s CAA rating for the Council.
ADULT SOCIAL CARE PERFORMANCE JUDGEMENTS FOR 2007/08
GRADE AREAS FOR JUDGEMENT AWARDED
Delivering Outcomes Good Improved health and emotional well–being Good Improved quality of life Good Making a positive contribution Good Increased choice and control Adequate Freedom from discrimination or harassment Good Economic well-being Good Maintaining personal dignity and respect Adequate Capacity to Improve Leadership Promising Commissioning and use of resources Uncertain Star Rating Two Stars
11. Community Care Services has been able to demonstrate continuous improvement and CSCI areas for improvement form a key part of Adult Social Services planning and D5
performance management. The key relationship with KPCT is no longer identified as a key risk area for Adult Social Services. Joint working had enabled service development even in times of restricted budgets and this is reflected in the number of joint strategies and services we have. Community Care Services Divisional Management Team continues to work closely with KPCT to maintain service levels and drive up performance.
12. It is clear that in the coming year performance management of NHS and local Councils is likely to be closely integrated with the amalgamation of CSCI and the Health Care Commission in the Care Quality Commission.
CONCLUSION
13. Social Services continue to demonstrate good performance management and good performance. All aspects of service are reviewed regularly by divisional management teams to identify any improvements or areas of concern. Social Services in Kingston are judged to be ‘good’ and this report demonstrates that. Social Services in Kingston is committed to improving performance continuously in all aspects of services and continues to work to provide the best possible services for the residents of Kingston who need them. CSCI have acknowledged this contribution in the judgement of ‘promising prospects’.
ENVIRONMENTAL IMPLICATIONS
14. There are no environmental implications arising directly from this report.
FINANCIAL IMPLICATIONS
15. There are none arising directly from this report. However, it emphasises the need to keep unit costs under scrutiny and to ensure that resource allocation remains consistent with priorities. Budget implications may arise in maintaining staffing levels, integrating services and managing pressure on demand-led services.
Background Papers – held by Charlotte Fitzgerald , Head of Strategy and Performance, Community Services, author of report –0208 547 6002 email: [email protected]
Record of Performance Assessment for Adult Social Care 2007-08, Part 2: Summary of admissible evidence.
Letter to Roy Taylor, Strategic Director of Community Services, regarding performance ratings dated 27 November 2008.
D6
Tel: 020 7 239 0330 CSCI Regional Office Fax: 020 7239 0318 Caledonia House Email: [email protected] 223 Pentonville Road Web: www.csci.org.uk
Mr Roy Taylor C.B.E. Strategic Director of Community Services Royal Borough of Kingston Guildhall 1
Kingston Upon Thames
Surrey
KT1 1 EU 27 October 2008
Dear Roy
Performance Summary Report of 2007-08 Annual Performance Assessment of Social Care Services for Adults Services Royal Borough of Kingston Upon Thames
Introduction This performance summary report summarises the findings of the 2008 annual performance assessment (APA) process for your council. Thank you for the information you provided to support this process, and for the time made available by yourself and your colleagues to discuss relevant issues.
Attached is the final copy of the performance assessment notebook (PAN), which provides a record of the process of consideration by CSCI and from which this summary report is derived. You will have had a previous opportunity to comment on the factual accuracy of the PAN following the Annual Review Meeting.
The judgments outlined in this report support the performance rating notified in the performance rating letter. The judgments are
• Delivering outcomes using the LSIF rating scale
And
• Capacity for Improvement (a combined judgement from the Leadership and the Commissioning & Use of Resources evidence domains)
The judgment on Delivering Outcomes will contribute to the Audit Commission’s CPA rating for the council.
The council is expected to take this report to a meeting of the council within two months of the publication of the ratings (i.e. by 31 st January 2009) and to make available to the public, preferably with an easy read format available.
D7
Adult Social Care Performance Judgments for 2007/08
Areas for Judgment Grade awarded
Delivering Outcomes Good Improved health and emotional well–being Good Improved quality of life Good Making a positive contribution Good Increased choice and control Adequate Freedom from discrimination and harassment Good Economic well-being Good Maintaining personal dignity and respect Adequate Capacity to Improve (Combined judgment) Promising Leadership Promising Commissioning and use of resources Uncertain Performance Rating Two Stars
The report sets out the high level messages about areas of good performance, areas of improvement over the last year, areas which are priorities for improvement and where appropriate identifies any follow up action CSCI will take.
7
D8
Key Strengths and Areas for Improvement by People Using Services
Key strengths Key areas for improvement
All people using services • The council has been developing • Finalise and implement draft new commissioning strategies Commissioning Strategies across adult social care to realise • Improve consistency of aspirations to transform social care performance across the range of • New eligibility criteria successfully indicators and speed up the pace introduced with arrangements for of improvement, benchmarking tracking impact, supported by a against the performance of other prevention strategy London councils • The council has a strong • Modernise a range of community commitment to training for its own support services to facilitate staff and is able to recruit and retain increased supported living staff with the required skills options • Kingston’s Investors in People • Analysis of information from accreditation was renewed in 2007- regulatory standards suggests 08 there are some areas for • Effective joint arrangements with improvement among the provider other boroughs for some specialised market in Kingston. services which benefit from • Gaining more direct access to a economies of scale range of information providers • The council’s regulated services are • Increase supported housing generally good options for people with complex • Good co-operation with health needs partners in health promotion • Initiatives to overcome barriers • Commitment shown in LAA targets to health and social care support to promote active lifestyles for people from black and • Progress has been made in people minority ethnic communities using direct payments and individual • Improve timeliness of start and budgets completion of assessment • Good level of reviews of care • Improve timely provision of packages services following assessment • New supported housing options and • Extend individual budgets to a related initiatives to sustain more wider range of people using people in the community services • The council’s draft Commissioning • Rate of admissions of younger Strategy identifies the need to adults to residential and nursing develop local housing options for care increased in 2007-08, people with complex needs emphasising the need to develop • Advice and assistance to improve more community supported living home safety and surveys which options in Kingston demonstrate people feel increasingly • Work towards meeting higher safe at home levels of the Local Government • Further progress towards self Equality Standards assessment for a wider range of • Continue to monitor changes in services including carers, people the local population and respond with mental health problems and to changing local needs D9
people with learning disabilities • Lower awareness and • The council is encouraging identification of safeguarding volunteers to take an active role in issues in Kingston until recently advocacy and in independent • Low rate of safeguarding alerts surveys of service quality with decline in numbers on the • The council has reviewed and previous year for most user changed Provider Forums and groups consultation processes to make • Increase the level of them more friendly to people who safeguarding training among use services and their carers independent and voluntary sector • Strengthened focus on choice and providers in Kingston promoting independence in • Improve recording of data to assessment and care planning facilitate performance • New outcome focused care plan with management and analysis to relevant training for staff, inform preventative measures appointment of a development officer and quality auditing • Low level of complaints and prompt response • Commendations indicate positive views of Kingston staff and services • The council is monitoring the impact of changes to eligibility criteria and ensuring that some services such as the Asperger’s and Sensory Impairment services continue to be open to all • Jointly commissioned refugee and asylum seeker needs analysis • Improvement to numbers of people who have their ethnicity recorded • Take up of direct payments has increased strongly among people from black and minority ethnic communities • Interpretation and translation service accessed by health partners and external organisations • Floating support service for travellers • All council staff in Adult Social Care have been trained in safeguarding • Higher rate of safeguarding cases ‘completed’ than in previous year • Revised safeguarding policy and procedures recently drafted and Safeguarding Strategy produced • The council monitors and audits staff compliance in following the policies on confidentiality and information sharing and the
D10
Information Governance Group oversees developments Older people • Intermediate care team with a • Stronger ‘whole systems’ working single point of contact and other with health partners to ensure services to support re-ablement in effective re-ablement and social care and health minimise hospital stays. • The council is completing a new • Make telecare more widely dementia care resource centre available • The single assessment process is fully implemented between health and social care People with learning disabilities • The council was on budget for 2007- • Change the current pattern of 08 despite pressures on learning spend in learning disabilities disability commissioning • Continue to explore whether • The council has timely support for people are choosing not to use families of young people with services disabilities in transition and this has • Assessments of people with a been strengthened by the learning disability from black and introduction of a support brokerage minority ethnic communities are team below average • Individual budgets are being used • Continue to extend the range of by more people with learning employment opportunities disabilities and their families to • Take up of Independent Living increase choice and control Fund benefits • The User Parliament has been involved in service development and review. • Innovative work by the User Parliament on a Bill of Rights for disabled people • The User Parliament and its Members work effectively to promote the rights of people with learning disabilities in Kingston • People with learning disabilities have been encouraged to give their views of activities they would like to do and new services are being developed to respond to needs and aspirations. • Increasing number of people with learning disabilities helped into paid and voluntary work • Web-based self assessments for services and equipment has proved successful in terms of numbers accessing the site • Equipment is provided promptly • The council has below average
D11
waiting lists for major and minor adaptations People with mental health problems • Biggest increases in use of direct • Continue to extend the range of payments are from people with employment opportunities mental health problems and carers People with physical and sensory disabilities • Job opportunities in the council are • Continue to extend the range of being promoted via various employment opportunities initiatives including job carving and apprenticeships Carers • LAA targets to improve access to • Improve access to work and work and better employment employment support in line with support for carers in Kingston and in LAA targets council employment • Are increasingly using direct payments
D12
Improved Health and Emotional Well–Being
The contribution that the council makes to this outcome is good.
The council and health partners have a history of good co-operation in promoting the health of the population, with the development of public health reporting. Commitment has been shown in LAA targets to promote active lifestyles, which are supported by incentives to participation and a directory of activities. The Active Living 45 passport scheme is being piloted to encourage more people to take part in physical activity. The council is keen to attract more men to take part and has been exploring why their take up has been lower. The council use a number of means to inform people of how to improve their well- being and stay healthy, including face to face and on-line advice. They are reviewing and developing a more coordinated approach through the Independence and Well-being Plan, with the aim of a common point of access to a range of information providers. People have been able to give their views of priorities through consultation on the strategy and specific outcomes were identified, such as a programme of English courses for minority communities. Delayed transfers of care continue to be above average though the numbers attributable to social care are low. However, there is an acknowledged need to re- invigorate the joint arrangements for managing ‘whole system’ issues, and work has begun to achieve this, with a view to reducing avoidable admissions to, and delays in discharge from hospital. There is an intermediate care team with a single point of contact, and other services to support re-ablement in social care and health. The partners’ aim is for some greater strategic co-ordination of these services to improve effectiveness and thereby maximising re-ablement. The council has improved its level of reviews of care packages and is better than the London average. Three people with a learning disability remained living in NHS accommodation at the end of 2007/08 but plans to provide alternative living arrangements were achieved in early in 2008/09.
Key Strengths
• Good co-operation with health partners in health promotion. • Commitment shown in LAA targets to promote active lifestyles. • Developing a more co-ordinated approach through the Independence and Well- being Plan. • Intermediate care team with a single point of contact and other services to support re-ablement in social care and health. • Good level of reviews of care packages.
Key areas for improvement
• Gaining more direct access to a range of information providers. • People are not transferred quickly enough from hospital, although social care delays are relatively low.
D13
• Joint arrangements for managing ‘whole system’ issues.
Improved Quality of Life
The contribution that the council makes to this outcome is good.
The council supports a range of services that facilitate direct access and promote independence. It has piloted web-based self-assessment for services and equipment. Community Care Self Assessment (SmartAssist) has proved popular with over 3000 hits on the website since its launch in January 2008. The site provides a range of information and signposting for local services and an online equipment and adaptations catalogue. There are some new supported housing options and related initiatives which help to sustain more people with social needs in the community with their own tenancies. The wider strategy for housing needs further development to identify the best use of existing sheltered housing. Nearly half of the people with learning disability known to the council are in residential care, and nearly half of these are placed out of borough. The draft commissioning strategy identifies the need to explore the wishes of people placed outside the borough and whether they wish to return. Historically those placed outside had more complex needs and the strategy identifies that appropriate housing options need to be developed to ensure that younger people with complex needs can be offered local housing options. Equipment to help people maintain independence with daily living is provided promptly. The council has been successful in reducing the numbers waiting for major and minor adaptations and also the average waiting time, so that the performance is now better than the London average. The council has evaluated its telecare and found that most users and their carers value the service for the reassurance it provides. However, numbers of new users were lower than the preceding year and the council has plans to increase next year and focus on people with a higher level of dependency. There is an integrated falls service to reduce risk of falls and injuries for older people. The council provides advice and assistance, for example the installation of smoke alarms, to improve home safety. Surveys are used to monitor people’s perceptions of safety, which show an improving sense of safety over time. Services provided to carers have as measured by the performance indicator increased but are below the London average. The council provides a high level of breaks for carers but there appears to be a more encompassing concept of breaks being counted in Kingston than in other councils.
Key Strengths
• Web-based self assessments for services and equipment has proved successful in terms of numbers accessing the site. • Equipment is provided promptly. • The council has below average waiting lists for major and minor adaptations.
D14
• New supported housing options and related initiatives to sustain more people in the community. • The council’s draft Commissioning Strategy identifies the need to develop local housing options for people with complex needs. • Advice and assistance to improve home safety and surveys which demonstrate people feel increasingly safe at home.
Key areas for improvement
• Increase supported housing options for people with complex needs. • Make telecare more widely available.
Making a Positive Contribution
The outcomes in this area are good.
The User Parliament and its MPs are taking an increasing role in promoting the rights of people with learning disabilities in Kingston, making decisions and representing people, with active support from the council. This year the User Parliament chose a Member Champion for learning disabilities, to give stronger representation and impetus to the political process. The User Parliament has been effective in taking forward issues of particular concern such as transport, and has given a stronger more confident voice to people with disabilities in the community. The council has made further progress towards self assessment for a wider range of services. Carers, people with mental health problems and people with learning disabilities are all benefiting from greater access to self assessment, which is being linked to expansion of individual budgets. The council is working with the third sector on mediated self assessment. The council has encouraged volunteers to take an active role in advocating for people. As well as the volunteer MPs for the User Parliament, the council supports volunteers who carry out independent surveys of service quality. Feedback from surveys has been generally positive and helped the council identify where to expand or create new services. The council have consulted with service users, carers and stakeholders in developing a prevention strategy during 2007/08. The views of BME groups have been sought on barriers to health and social care support. The council has identified that access to dementia services is an issue for people from black and ethnic minority groups and are exploring ways to address this. Kingston’s Provider Forums and consultation processes have been reviewed. People with learning disabilities have fed back their views on activities which they would like and new services are being developed to respond to needs. The council is holding regular meetings with young people in transition to ensure that support will be tailored to their interests and aspirations. The council is working with primary care and the community to train people to identify hazardous drinkers.
D15
Key Strengths
• The User Parliament and its Members of Parliament work effectively to promote the rights of people with learning disabilities in Kingston. • Further progress towards self assessment for a wider range of services including carers, people with mental health problems and people with learning disabilities. • The council is encouraging volunteers to take an active role in advocacy and in independent surveys of service quality. • The council has reviewed and changed Provider Forums and consultation processes to make them friendlier to people who use services and their carers. • People with learning disabilities have been encouraged to give their views of activities they would like to do and new services are being developed to respond to needs and aspirations.
Key areas for improvement
• Initiatives to overcome barriers to health and social care support for people from black and minority ethnic communities.
Increased Choice and Control
The outcomes in this area are adequate.
The council has improved the timeliness of the start and completion of assessment for services, but is still behind the average for comparator councils in these processes, and needs consistent performance across all teams to reach similar levels. The completion of assessments of older people within two weeks is slower than most other London councils and has shown no improvement on the previous year. When assessment is completed, although speed of delivery of care packages to people has improved on last year, Kingston are still behind the London average. This is in contrast to the better performance on the delivery of equipment. The Single Assessment Process is fully implemented between health and social care in Kingston. Statements of need are provided in nearly all instances, at a rate marginally below comparator averages. The development of choice and control through offering Direct Payments and Individual budgets has progressed in 2007/08. More people have taken up direct payments with notably increased numbers of users with mental health problems and carers, though these tend to be the making use of lower cost support packages. Individual budgets development has focussed on increasing choice and control for people with a learning disability and their families and provides a useful foundation for extending this work. There was a slight reduction in the rate of supported admissions of older people to residential and nursing care, and the trend continues to be less use of residential care. The rate of admissions of adults under 65 to residential and nursing care
D16 increased in 2007/08, emphasising the vital nature of developing more community supported living options in Kingston. The council’s transition planning for young people with disabilities involves families in a timely manner; this has been strengthened by the introduction of a support brokerage team. The council is working to increase the availability of a range of respite care/breaks services to support families, for both planned care and in emergencies. The council has strengthened its focus on choice and promoting independence in assessment and care planning. It has introduced a new outcome focused care plan following the change in eligibility criteria. This has been combined with training for staff, the appointment of a development officer and quality auditing. The council receives a low level of complaints and is prompt in responding. The complaints service also records commendations which indicate positive views of Kingston staff and services, and the council uses surveys to gauge user satisfaction.
Key Strengths
• The single assessment process is fully implemented between health and social care. • Progress has been made in people using direct payments and individual budgets, with biggest increases from people with mental health problems and carers. • More people by with learning disabilities and their families are using Individual budgets to increase choice and control. • The council has timely support for families of young people with disabilities in transition and this has been strengthened by the introduction of a support brokerage team. • Strengthened focus on choice and promoting independence in assessment and care planning. • New outcome focused care plan with relevant training for staff, appointment of a development officer and quality auditing. • Low level of complaints and prompt response. • Commendations indicate positive views of Kingston staff and services.
Key areas for improvement
• Timely start and completion of assessment. • Timely provision of services following assessment. • Extend individual budgets to a wider range of people using services. • Rate of admissions of younger adults to residential and nursing care increased in 2007-08, emphasising the need to develop more community supported living options in Kingston. • The council should increase the availability of respite care/breaks services for both planned care and emergencies.
D17
Freedom from Discrimination and Harassment
The outcomes in this area are good.
The council is monitoring the impact of changes to eligibility criteria. Some services continue to be open to people who fall below the eligibility criteria e.g. the Asperger’s service, where the council believes there are sound reasons for this. The sensory impairment service is one of these services. The council is aware of waiting lists for this service and needs to look at prioritisation now that eligibility criteria have changed. The council has actively worked to ensure assessment is targeted towards people who have critical and substantial needs and is tracking the impact. Some low level needs which are not being met have been identified and the council is exploring how to fill those gaps. People are being given information on preventative services which can be accessed without an assessment and a sample of people are tracked and surveys indicate they are having their needs met. The council has commissioned a number of services specifically aimed at meeting the needs of people from minority ethnic communities and has jointly commissioned a refugee and asylum seeker needs analysis with health partners. The council has improved the numbers of people whose ethnicity is recorded. Assessments of people with a learning disability from black and minority ethnic communities are below the London average. Take up of Direct Payments has increased strongly among people from black and ethnic minority communities. The council has set itself a modest target of achieving level 4 of the Local Government Equality Standards by April 2009. There is a range of services to meet local needs, for example the interpretation and translation service which is run by the council and accessed by health partners and external organisations. The council is aware of recent changes to the local population with more people moving to the area from Iraq, Iran and North Korea. The User Parliament has undertaken work on a Bill of Rights for disabled people. The council provides a floating support service for travellers.
Key Strengths
• The council is monitoring the impact of changes to eligibility criteria and ensuring that some services such as the Asperger’s and Sensory Impairment services continue to be open to all. • Jointly commissioned refugee and asylum seeker needs analysis. • Improvement to numbers of people who have their ethnicity recorded. • Take up of direct payments has increased strongly among people from black and minority ethnic communities. • Interpretation and translation service accessed by health partners and external organisations. • Innovative work by the User Parliament on a Bill of Rights for disabled people. • Floating support service for travellers.
D18
Key areas for improvement
• Assessments of people with a learning disability from black and minority ethnic communities are below average. • Work towards meeting higher levels of the Local Government Equality Standards. • Continue to monitor changes in the local population and respond to changing local needs.
Economic Well-being
The outcomes in this area are good.
There is evidence that an increasing number of people with learning disabilities are being helped into paid and voluntary work in Kingston. Thirteen new people were helped into paid work in 2007-08 and nine new people started in voluntary work. Numbers per thousand of population helped into work are relatively low which may be related to the small number of people with a learning disability who are known to the council. Each Community Mental Health Team includes an employment specialist and there is good support to help people get and retain employment as part of the recovery from mental health problems. The council is putting more focus on promoting opportunities within its own workforce for employment through job carving and other initiatives including apprenticeships. There are a number of Local Area Agreement targets to improve access to work which the ‘Equal’ Project is leading. The percentage of people using services who are in work has increased from 6% to 20% in four years. The council is developing better employment support for carers in Kingston and in the council workforce. The carers’ directory now includes information on legal rights, and the council is planning a directory for local employers to be produced by a voluntary organisation. Whilst charges for home care services have increased, the council has staged increases over a three year period and fewer people are now paying the increases as more people are now using direct access grant funded services and more people are getting discounts. Although the council has a very good record on providing welfare benefits advice and support through the Kingston Information Partnership with the Department of Work and Pensions, the learning disability inspection found that no one was claiming Independent Living Funding (ILF).
Key Strengths
• Increasing number of people with learning disabilities helped into paid and voluntary work. • Job opportunities in the council are being promoted via various initiatives including job carving and apprenticeships. • LAA targets to improve access to work and better employment support for carers in Kingston and in council employment. • Staged increases in costs of home care.
D19
Key areas for improvement
• Continue to extend the range of work opportunities. • Take up of Independent Living Fund benefits. • Improve carers’ access to work and employment support in line with LAA targets.
Maintaining Personal Dignity and Respect
The outcomes in this area are adequate.
There was a low rate of safeguarding alerts in Kingston during 2007/08 with a decline in numbers on the previous year for most user groups, with a higher rate of safeguarding cases ‘completed’. The level of safeguarding referrals is reported to have recently increased following work by a newly appointed safeguarding co- ordinator. These factors suggest that there was lower awareness and identification of safeguarding issues in Kingston until recently, which match the findings of the inspection of learning disability services. The council had given priority to safeguarding training among its own staff in which 100% were trained on safeguarding. The council needs to continue with the awareness raising and training with independent providers which the council estimated to be at a lower level. The LD service inspection identified weaknesses in safeguarding arrangements, a shortage of capacity and insufficient priority. The council has responded by recently appointing a safeguarding co-ordinator and by the Head of Community Care taking over the chair of the Safeguarding Board earlier this year. Revised safeguarding policy & procedures have recently been drafted and a Safeguarding Strategy produced. Among the tasks ahead is the need to improve the recording of data, to facilitate performance management and analysis and thereby to help identify preventative measures. The council and its partners have policies on confidentiality and an information sharing protocol between the council and its health partners; compliance is audited as part of quality assurance and the Information Governance Group oversees developments. In comparison with other councils, the council reported that a higher proportion (7%) of people placed in residential and nursing care during the year opted to share a room, one of the highest in London. Information suggests that people are offered a choice, and that there may be a recording issue to clarify. However, the council could take a lead with providers to reinforce that all people who are placed by or become the council’s responsibility have the option to take a single room if that is their preference.
Key Strengths
• All council staff in Adult Social Care have been trained in safeguarding. • Higher rate of safeguarding cases ‘completed’ than in previous year. • Revised safeguarding policy and procedures recently drafted and Safeguarding Strategy produced.
D20
• The council monitors and audits staff compliance in following the policies on confidentiality and information sharing and the Information Governance Group oversees developments.
Key areas for improvement
• Lower awareness and identification of safeguarding issues in Kingston until recently. • Low rate of safeguarding alerts with decline in numbers on the previous year for most user groups. • Increase the level of safeguarding training among independent and voluntary sector providers in Kingston. • Improve recording of data to facilitate performance management and analysis to inform preventative measures.
Capacity to Improve
The council’s capacity to improve services further is promising.
The council has been reviewing and refreshing its direction during 2007/8, with the drafting of a suite of commissioning strategies within an over-arching adult social care strategy and the corporate vision for Kingston. These are due for final approval in Autumn 2008. Two strategies are being jointly commissioned with the NHS: mental health for adults and for older people. An Independence and Well-being strategy has been agreed and covers the development of early intervention and community support. The draft commissioning strategies reflect government objectives expressed in Putting People First and Transforming Social Care. The plans are beginning to link commissioning into a more co-ordinated approach and identify significant development areas to realise the aspirations to transform social care. The council amended its eligibility criteria in 2007/08 after careful consideration, and has successfully introduced new criteria with arrangements for tracking the impact and mitigating the effects, and the Independence and Well-being strategy sets the direction for the development of early intervention and support services outside of eligibility. Members and senior managers have been effective in setting a strategic direction for improvement for adult social care within a corporate framework and in partnership with health. At an operational level, there was a swift response by managers and staff to an emergency in a council centre affected by flooding last summer which minimised the negative effects for service users. Performance management and scrutiny arrangements are in place. There has been improvement on some performance measures during 2007/08 including reviews, delivery of equipment and making adaptations, but improvement is not consistent across all areas and in some instances, such as speed of assessment and delivery of care packages, the council needs to improve more quickly to catch up with comparators. The council’s social care senior managers are co-located with PCT senior managers which aids communication and joint working, but the next stage of increased joint working could involve the closer integration of some operational services in
D21
Community Hubs. Although the PCT financial position has improved there are still savings to be found to repay previous overspends, so there remains a challenging context for the council in engaging in joint developments. There are a limited number of joint appointments with health, but early commitment to a joint director of public health and public health report has provided a foundation for the joint strategic needs assessment. The council has a strong commitment to training its own staff and is generally able to recruit and retain staff with the required skills. Kingston’s Investors in People accreditation was renewed in 2007-08. The inspection of services for people with a learning disability found that services were serving some people well with uncertain capacity for improvement. The council disagreed with the overall judgement but nevertheless accepted all the recommendations from the inspection and has been working effectively in implementing the action plan for those recommendations. The Learning Disability inspection highlighted the need to develop a detailed commissioning strategy. The inspection also posed the question of whether there was unmet needs of people with a learning disability and their families in Kingston. The draft commissioning strategy still identifies this as area for further investigation. An inspection of Supporting People services found that Kingston provided fair services with promising capacity for improvement. The council produced an action plan in response to the recommendations and report that all were met by the end of March 2008. There are a number of joint arrangements with other boroughs, such as an out of hours service, commissioning an IT system replacement and IMCA service which should provide good value in terms of the relatively small size of Kingston council, as long as the specific needs of Kingston and its residents are ensured. The council has a medium term savings plan which involves social care delivering efficiency savings of £3 million, but with some growth for pressure areas, specifically transition for young people with disabilities. The council came in on budget in social care expenditure in 2007/08, despite some pressures on commissioning learning disability services. The Service Inspection for Learning Disabilities found that significant resources were tied up in a legacy of traditional residential and day services. Limited quality assurance processes meant that value for money had not been systematically ensured by reviewing services against quality and cost. The council has joined a group of neighbouring authorities in South London to improve the commissioning of specialist services, and is now using a pricing tool for learning disability services to help gain better value for money. The draft commissioning strategy identifies the significant challenge of changing the current pattern of spend on these services, where it is still weighted towards residential care. The modernisation and development of a range of community support services is fundamental to increasing supported living options for those who might want to take them. The strategy includes a focus on developing the local workforce, working with voluntary groups to develop new transport options and developing social enterprise for both service delivery and employment. People who use services have been involved in some key developments, and the learning disability user parliament is proving an effective way to engage people using services in service development and review.
D22
The council runs provider forums and has begun to engage through the commissioning strategies with providers on the issues for transforming social care. The analysis of information from regulatory standards suggests some areas for improvement among the provider market within Kingston. The council has followed through on some decisions on re-commissioning of its own services, with the development of a new dementia care centre. In general the regulated services directly provided by the council deliver good outcomes as assessed under national minimum standards.
Key Strengths
Ø Leadership o The council has been developing new commissioning strategies across adult social care and has begun to identify significant development areas to realise the aspirations to transform social care. o New eligibility criteria successfully introduced with arrangements for tracking impact and mitigating effects, supported by a prevention strategy. o The council has a strong commitment to training for its own staff and is able to recruit and retain staff with the required skills. Kingston’s Investors in People accreditation was renewed in 2007-08.
Ø Commissioning and use of resources o Effective joint arrangements with other boroughs for some specialised services which benefit from economies of scale. o The council came in on budget for 2007-08 despite pressures on learning disability commissioning. o People who use services have been involved in some key developments and some have been involved effectively in service development and review through the council’s User Parliament. o The council has followed through on some decisions to re-commission its own services, with the development of a new dementia service including a day centre due to open shortly. o The council’s regulated services are generally good.
Key areas for improvement
Ø Leadership o Implement draft Commissioning Strategies when agreed. o Ensure stronger ‘whole systems’ working with health partners to ensure effective re-ablement and minimise hospital stays. o Respond effectively to mitigate the impact of the PCT’s financial position and requirement to repay previous overspends. o Improve consistency of performance across the range of indicators and speed up the pace of improvement, benchmarking against the performance of other London councils.
Ø Commissioning and use of resources o Modernise a range of community support services to facilitate increased supported living options.
D23
o Continue to investigate differences in numbers of people with learning disabilities and explore whether there is a significant number of people in the local community who are choosing not to use services. o Analysis of information from regulatory standards suggests there are some areas for improvement among the provider market in Kingston. o Strengthen quality assurance of commissioned services.
Yours sincerely,
Colin Hough, Regional Director Commission for Social Care Inspection
APPENDIX E Executive, 13 January 2009
COCKS CRESCENT DEVELOPMENT BRIEF Report by the Service Director (Planning and Transportation) Executive Member for Planning and Regeneration
Purpose To inform the Executive of the results of the consultation that was carried out on the Cocks Crescent Draft Development Brief and consequential amendments which are recommended to the Brief.
The Development Brief will guide the future development of the Cocks Crescent area of New Malden. It will replace the existing ‘Planning and Urban Design Brief’ which was adopted in 2003. The new Development Brief takes a wider approach than the existing brief and promotes a proactive approach to securing the comprehensive upgrading of the area to provide a range of new facilities and new homes. The Development Brief will be used as the basis for an exercise to procure the appointment of a development partner to facilitate the mixed-use development and improvement of the area, in addition to acting as a ‘material’ consideration in assessing future planning applications.
Action proposed by the Executive Member for Planning and Regeneration:
The Executive is requested to:
1. accept the six changes to the Brief as recommended in para.24 of this report; and
2. approve the Cocks Crescent Development Brief for adoption (included as Annex 2) as the basis for the procurement of a development partner, and as planning guidance for the Cocks Crescent area.
Reason for action proposed: To ensure that the Council has up-to-date planning guidance for the Cocks Crescent area of New Malden and to inform any decision to seek a development partner to facilitate the comprehensive upgrading and development of the area to provide new and improved facilities.
INTRODUCTION
1. The existing ‘Planning and Urban Design Brief’ for the Cocks Crescent area of New Malden which was adopted in April 2003 is in need of updating due to changing circumstances, including the planning policy context (e.g. the London Plan and Planning Policy Statement 6: Planning for Town Centres).
2. As for the existing Design Brief, the purpose of the new Cocks Crescent Development Brief is to establish a planning framework and provide detailed guidance for use by potential developers, in a forthcoming procurement exercise for a land disposal. The new Development Brief takes a wider approach than the existing Design Brief and promotes a proactive approach to securing the comprehensive upgrading of the area to provide a range of new facilities and new homes. It is anticipated that development would take place through the appointment of a development partner to facilitate the E2
mixed-use development and improvement of the area. The Brief will also act as a ‘material’ consideration in assessing proposals and future planning applications for the development of the site.
3. Both the Unitary Development Plan Proposal Site 33a guidelines and the existing Brief refer to adjoining properties which front onto the High Street and encourage developers to consider how these may contribute to integrating the site and the High Street, which is the focus of New Malden District Centre.
4. The aim of the proposed updated brief is to encourage development that supports and strengthens the role of New Malden District Centre while providing a range of new facilities and services and improving the public realm and the local environment. It identifies elements of the site that need to remain, e.g. Malden Centre, and those that need to be re-provided, e.g. Resource Centres.
5. The brief includes information on the current use of the site and land ownership, and highlights the Council’s requirements for future development and improvement. It also sets out the process by which the Council may select a Development Partner and the requirements of that partner in developing the site.
6. Reference to national, London Plan and local planning policies is made in the Appendix to the Brief.
7. The draft Development Brief was considered by the Maldens and Coombe Planning Sub-Committee on 4 September 2008 prior to public consultation and by the Development Control Committee on 17 September 2008.
CONSULTATION
8. The draft Development Brief was the subject of public consultation for six weeks between mid-September and October 2008.
9. The consultation was carried out in the following ways: • a summary of the Brief, with a letter and comments sheet was sent to residents and businesses located in and around the Cocks Crescent site (within the Beverley and St James wards), land and property owners, local groups and statutory consultees (total of approximately 3500 consultees) • a workshop was held at the Crescent Resource Centre with users and carers of the Crescent and Causeway Resource Centres to provide information, answer questions and listen to their views • the Brief was available for viewing at the Malden Centre, New Malden library and Guildhall 2 Environmental Services • the Brief was made available on the Council’s website.
CONSULTATION RESPONSES
10. In total 114 responses were received in response to the public consultation: 107 from local residents and businesses, plus four from: Thames Water; Barratt Homes (who own the Brycbox site within the Cocks Crescent area); users of the Causeway Centre and the Cavendish Area Home Zone Community Association. The public consultation responses are supplemented by comments given by the Maldens and Coombe Planning Sub-Committee and the Development Control Committee; comments given at the workshop with users of the Crescent Resource Centre and comments received E3
from Council officers including: the Head of Cultural Services and Lifelong Learning, the Head of Community Services and the Disability Equality and Access Officer, which were included within the report to the Maldens and Coombe Planning Sub- Committee on 4 September 2008.
11. The views of the Maldens and Coombe Planning Sub-Committee on 4 September 2008 were as follows: • the current number of parking spaces on the site should be maintained; • consideration needs to be given to the impact on local infrastructure (sewers, waste water, schools, doctors, dentists) of additional homes in this location; • need to consider vehicle and pedestrian movements carefully, especially the access / exit points on Blagdon Road, impact on traffic flows in the High Street and need to improve pedestrian access through to the High Street; • need for caution in relation to proposals involving access and additional traffic from the site onto the busy Burlington Road, especially in view of the large new B&Q store at Shannon Corner which is under construction; • the opportunity to relocate the New Malden library onto the site should be investigated; and • the Resource Centre should remain on site.
12. The Development Control Committee on 17 September ‘RESOLVED that the following comments of the Committee be noted: • Members of the Maldens and Coombe Planning Sub-Committee had indicated that the Resource Centre should remain on-site, rather than elsewhere in the New Malden town centre. • The Resource Centre building is in need of upgrading; and this should take into account the latest developments in service provision and the needs of the service users, including any need for additional space. • If the current building is to be closed during the building of new facilities, the Resource Centre service provision for clients should continue during this period.’
13. Additional comments submitted by the Head of Community Services are set out below:
“At Cocks Crescent we have the following functions delivered:
• Causeway PLD Day Centre • Crescent PD Day Centre • Sensory impairment Team • Community Team for People with Learning Disabilities (joint with KPCT) • Community Equipment shop • Learning Disability Parliament facilities. • Garage facilities for the buses, which service both centres.
These are provided in a building which is over 30 years old and in need of modernisation. Survey work has suggested that to restore the building to its original condition would cost £1 million and to get it to a good enough standard would cost £500,000. The building is under occupied and very expensive to run.
E4
The building has been commented on negatively in Service inspection by the Commission for Social Care inspection and it has been recognised for some years that the development of more modern socially inclusive services needs some form of re-provision.
Use of the building has shrunk over recent years. The building has a capacity of over 100 users per day, but in an average day about 70 would be a maximum, although many of this number would only be there briefly before moving on to the activities in the community.
There is a widespread and long held view from service users, carers, families and staff that the building needs to be modernised. Services are already delivered much more flexibly, with more activities in the community. Younger people with Learning and Physical disabilities are much more keen to spend time in work or mainstream leisure or educational services than go to a Day Centre.
There is still a need for a building, which disabled people can use. It is worth noting that Crescent/Causeway is still the most adapted semi–public building in the Borough. The new building needs to be smaller, more flexible, more embedded in the community and cheaper to staff and run.
The feedback from users and Carers over recent years has been very strong that they want to see a reprovided centre in the New Malden area. Furthermore people are very keen for the new centre to offer access to shops and services, which is similar to the existing service i.e. a short, level walk.”
14. Thames Water (TW) was the only statutory consultee to respond to the consultation. Their comments are set out in Annex 1 to this report and summarised as follows, TW: • are unclear at this stage what the net increase in demand on TW infrastructure will be as a result of proposed development on the site • express concern that the network in the area may be unable to support the anticipated demand from this development • consider that the Brief should refer to the net increase in water and waste water demand to serve the development and any impact off site further down the network, and that the list of issues in the Brief should include reference to the provision of water and sewerage infrastructure to service development, in order to avoid unacceptable impacts on the environment such as sewage flooding of residential and commercial property, pollution of land and watercourses plus water shortages with associated low pressure water supply problems • suggest additional paragraphs to be included in the Brief covering: § Water Supply & Sewerage Infrastructure § Tree Strategy and Planting § Access
15. Comments have been submitted on behalf of Barratt West London, owners of Brycbox House, which forms part of the Cocks Crescent site. They generally support the content of the Brief and make detailed comments as follows: • Support the re-provision of the Causeway and Crescent Resource Centre either on or off site. They refer to their ownership of the site at 59 Kingston Road (300m west of the High Street) and to their current planning application for a mixed use E5
scheme which would provide for the resource centre on the ground floor (with housing above and parking below) • Generally support the provision of retail as set out in the Brief and include a copy of a Retail Assessment that they have undertaken of New Malden town centre. This indicates significant leakage of expenditure away from the centre, especially to the superstore at Beverley Way and refers to the need to reverse the flow of expenditure and claw back lost trade to the town centre, through the provision of a foodstore on the Cocks Crescent site. • In respect of residential, suggest that the Brief should not specify a fixed number of residential units as this is too prescriptive and will depend on details of any scheme proposed.
An illustrative masterplan is attached to the comments showing how the site could be developed with a mixed use scheme comprising significant housing, retail (supermarket and smaller units), parking and open space. This also shows how the site could link into the High Street.
16. The Cavendish Area Home Zone Community Association express the following views on behalf of their members: • the resource centre should be retained on the Cocks Crescent site due to the convenient access to the High Street • the Malden Centre surface car park should be retained • concern about the amount of traffic the development will generate along the High Street, and along Burlington Road if the additional access was to be created • lack of need for new retail; especially a supermarket
17. The workshop held at the Crescent Resource Centre was attended by 24 service users and carers. The following main comments were made: • Support for the continuity of service during redevelopment of the site • Important to ensure there is secure mini-bus parking at the new resource centre • Queries about the planning process and likely time-scale for the Council to find a development partner and the redevelopment of Cocks Crescent to begin • Access to the site should be improved, including the additional access on Burlington Road, if possible • Support for access to the High Street via the footpath adjacent to the Post Office
18. In separate discussions between the manager of Causeway Resource Centre and service users of the Causeway Centre the following views were expressed, they: • want to stay on the existing site • want to be nearer shops and the main community • need to have sufficient small rooms to use as base group rooms • need a large room for mat work e.g. tai chi • would like an area to cook their own lunches • would like a dedicated ‘Snoozelem’ room (this is a sensory stimulation room for people with profound physical and learning disabilities). • would not wish any courtyard that they use to be overlooked by residents in new flats • wish to ensure that any parking area for mini-buses is secure
E6
ANALYSIS OF PUBLIC CONSULTATION
19. Three responses were received from local businesses around the Cocks Crescent area; a publishing company on Grafton Road, coach service on Queens Road and a solicitors firm on Kingston Road. Their comments were of a similar nature and are summarised as follows; they are:
• against redevelopment of the site overall • against proposed housing density due to concerns over the potential impact on local transport infrastructure, particularly along the High Street, Blagdon Road and Howard Road • also concerned about the potential impact of the development on social infrastructure • in support of the provision of a new resource centre • against the removal of the Blagdon Road multi-storey car park as it is considered a decent car park
20. A summary of the responses is set out below, with more detail set out in Annex 1. It should be noted that the consultation response form was a comments sheet which allowed open-ended responses, rather than a tick-box questionnaire form; therefore people only commented on the issues about which they had views to express.
21. Of the number of comments received: • 46 responses had general concerns • 30 responses were strongly against redevelopment • 32 responses were in support of the general improvement of the area
22. The main concerns expressed in the public consultation responses focus on the following: • the amount of housing proposed and its potential density • the impact of potential housing and retail development on transport, social and utilities infrastructure • the lack of need for more retail • the lack of need for office space • the possible relocation of the resource centres off site • the demand for parking as a result of the development of the site • the potential loss of the surface car park in front of the Malden Centre and adverse impact on users of the Centre and the Centre itself • the impact of potential access off Burlington Road on traffic conditions on Burlington Road.
OFFICERS RESPONSE TO ISSUES AND CONCERNS RAISED THROUGH CONSULTATION
23. Responses to the main objections and concerns raised are set out below, together with recommended revisions to Section 3 pages 7 & 8 of the Brief ‘Development Potential:
a) Re-Provision of the Causeway and Crescent Resource Centres
It is accepted that the Resource Centres need to be re-provided either on-site or close by in an accessible and convenient location off site. There is also the important matter E7
of being able to maintain continuity of service for users, during any redevelopment. Whilst some might argue that an off-site location may be marginally less accessible and less convenient than the existing site, it would allow a new resource centre to be built and opened before redeveloping the existing one. It may not be possible to do this on site and it would certainly be more difficult to maintain continuity of service on– site during any redevelopment. In recognition of the points made, it is recommended that the Brief be amended as set out in para.24 to include reference to provision either on-site or in an accessible and convenient location close to the New Malden District Centre. b) Residential
The Borough needs to contribute towards meeting housing needs through the identification of potential sites. One of ten key objectives of the recently adopted RBK Community Plan (Sustainable Communities Strategy) is to increase the supply of housing and its affordability. UDP Strategic Housing Policy STR1 Housing Supply states that the Council will seek to increase the supply of housing in the borough by at least 6,710 new residential units between 1997 and 2016. In particular that it will promote and encourage provision of new housing in Kingston town centre and the three district centres including New Malden.
The 2008 London Plan sets a housing target for all boroughs derived from the 2004 London Housing Capacity Study, a London-wide assessment of likely housing supply from previously developed sites for which this Council provided information. The Cocks Crescent area was identified as having capacity for new homes, in line with its status as UDP Proposal Site 33a which identifies the site as suitable for mixed use development including affordable housing. The target for Kingston is to provide at least 3,850 new homes over the 10 year period to 2007/08-2016/17 (new dwellings and conversions).
Capacity is focussed on Kingston town centre and the district centres, which accords with UDP Policy STR1. These centres together can provide for over 60% of total identified capacity, within mixed use development schemes at higher densities. They are sustainable, accessible locations for growth and development, close to public transport, local facilities and jobs. The additional population will assist in enhancing the vitality and viability of these centres, as well as reducing pressure on lower density residential suburbs.
The level of housing referred to in the draft Brief (around 200 new homes) was based on a very initial assessment of site capacity and is an indicative level subject to detailed design and amenity considerations, infrastructure needs and acceptable impact on surrounding uses. In response to comments made on the indicative amount of new homes, it is proposed that the text of the Brief be amended to delete reference to any specific number of new homes and refer only to criteria, including the mix and quantity of other uses and development proposed on the site, as recommended in para.24 of this report . c) Retail
A key objective of national planning policy as set out in Planning Policy Statement 6: Town Centres’ is to promote the viability and vitality of town centres by ‘Planning for the growth and development of existing centres by promoting and enhancing them and by focussing development and a wide range of services there in a good E8
environment which is accessible to all’. New Malden is designated as a District Centre in the London Plan and is part of London’s Strategic Town Centre Network. District Centres have traditionally provided convenience goods and services for local communities. Developing the capacity of District Centres for convenience goods is critical to ensure access to goods and services at the local level, particularly ‘walk to’ services, for those who chose to walk and those without access to a car. District Centres are the best locations to accommodate retail growth; they are sustainable locations with good accessibility.
It is accepted that there are existing supermarkets and independent grocery stores in New Malden District Centre, however there is evidence indicating that the centre loses expenditure to out of centre provision in less sustainable and less accessible locations, including the Beverley Way superstore. Development of the Cocks Crescent site including some retail to provide an improvement to the District Centre’s retail offer could address this issue and reduce the numbers of people travelling out of the District Centre for their daily/weekly retail needs. It is accepted that the scale and impact of any such provision would need to be very carefully considered in relation to the District Centre, as already set out in the Brief. d) Office space
The Brief aims to maintain a level of office space and not increase the amount of floorspace over and above existing provision. Avoiding a loss of office space would be in line with policies to encourage mixed-use and sustainable development, retain employment land and provide a range of employment opportunities. For purposes of clarity it is recommended that a separate heading ‘Offices’ be added in to Section 3 Development Potential, after ‘Retail’, as set out in para.24. e) Leisure and Community Facilities • Retention of the Malden Centre – no issues raised • Other Leisure and Community Facilities – New Malden Library In response to the comment made by the Maldens and Coombe Planning Sub- Committee, in respect of the opportunity to relocate the New Malden Library onto Cocks Crescent, the Head of Cultural Services and Lifelong Learning responds as follows: “If Cocks Crescent is to be re-developed then re-location of library services to the new site should certainly be considered. While the current library at New Malden is very well positioned and is well used, we should always look at location opportunities which arise, in the context of the library review and the Community Hubs proposals which are fundamental to the One Kingston approach.”
It is proposed that the Brief be amended to add in the following text: “The potential to relocate the New Malden Library onto the site should be investigated in the context of potential for a Community Hub. Community hubs will be mulit-use and could comprise a range of Council services such as: Info/advice; modern library, leisure and learning services, plus services provided by partners for example local health services, police, post office, voluntary / community based organisations. “ f) Public Car Parking
It is accepted that the Malden Centre requires convenient and accessible parking for Centre users, however extensive areas of surface parking are not generally considered to make best use of land and there is a balance to be struck between E9
these two issues. There would certainly need to be provision of convenient disabled parking and some other provision may be possible in front of the Malden Centre. It is recommended that the text of the Brief be amended to reinforce this point as set out in para.24.
The Council has commissioned a Parking Study of the borough’s District Centres which will look at parking requirements in the New Malden District Centre and the levels required to support local services. g) Provision of Infrastructure
The Council accepts that the provision of new development on the site, especially any new retail and housing will impact on social, transport and utilities infrastructure and that detailed consideration will need to be given through careful planning to any additional infrastructure needed to support the level of development that may come forward in response to the Brief. It is recommended that the Brief be amended to make this clear, as set out in para.24. Care will also need to be taken to minimise impact on the surrounding area, including residential amenity.
An Infrastructure study is currently in progress to inform the Local Development Framework Core Strategy for the Borough. This will set out where gaps exist in the provision of social infrastructure (health, education, sport, leisure and community facilities, local services and access to open space) and utilities infrastructure (e.g. gas, water supply, drainage and waste facilities) to support identified growth and development.
In terms of planning for school places the Council’s programme for refurbishment, re- organisation and expansion of the schools (Building Schools for the Future and the Primary Capital Programme) was approved by the Executive in June 2008. It represents a major opportunity to remodel and improve the school estate and meet anticipated demand for school places and to enhance the range of services on offer at school sites to 2016 and beyond.
In a similar way, the Council is working with Kingston Primary Care Trust and Kingston Hospital to improve the delivery of services and identify future needs, especially in the light of potential changes to services which focus on provision within local community settings.
The site adjoins existing public open space providing leisure, recreation and play facilities.
Thames Water made comments relating to the need for any potential developer to demonstrate that there is adequate water supply, waste water capacity and surface water drainage both on and off the site to serve the development and that it would not lead to problems for existing or new users. In response to their comments it is recommended that additional text is added to Section 3 Development Potential, under Provision of Infrastructure, as requested by TW and detailed in Annex 1. h) Access
The Brief proposes only limited additional access to the site from Burlington Road, which would not result in significant additional vehicular movements or adverse impact on Burlington Road and would not result in the creation of a ‘rat-run’. E10
There is no intention to remove the fire gate along Blagdon Road; therefore avoiding a potential ‘rat-run’.
The Brief recognises that the High Street/ Blagdon Road junction is a constrained junction and any development proposals would need to be accompanied by detailed assessment demonstrating that suitable access arrangements can be provided, that there is adequate highway capacity to accommodate the amount of new development proposed without adverse impact on traffic flows on the local highway network.
RECOMMENDED CHANGES TO THE BRIEF
24. Following consideration of the consultation responses, it is recommended that some changes to Section 3 of the Brief ‘Development Potential’ are made, as set out below. (The amended Brief can be found as Annex 2 to this report.)
i. Re-provision of the Causeway and Crescent Resource Centres : amend last sentence to read “The resource centre should be provided either on site or in a convenient and accessible location close to the New Malden District Centre.”
ii. Residential : amend first sentence to read: “New homes with a mix of tenures and sizes to meet housing needs, level of provision to be subject to: • The mix and quantum of other uses/development • detailed design and amenity considerations • assessment of impact on infrastructure and capacity being available • acceptable impact on surrounding uses. ”
iii. Offices: amend text to add separate heading entitled ‘ Offices’ before the last bullet under Retail.
iv. Leisure and Community Facilities Amend the Brief to add in the following text: “The potential to relocate the New Malden Library onto the site should be investigated in the context of potential for a Community Hub. Community hubs will be mulit-use and could comprise a range of Council services such as: Info/advice; modern library, leisure and learning services, plus services provided by partners for example local health services, police, post office, voluntary / community based organisations. “
v. Parking : amend to read as follows: “High quality and convenient public parking, including disabled parking to serve the needs of the site (including the New Malden Centre) and the New Malden District Centre (level to be determined by detailed assessment and informed by the Parking Study of District Centres, which has been commissioned for completion in 2009 – see Appendix for parking standards).”
vi. Provision of Infrastructure : amend to read as follows: “The provision of new development on the site, especially any new retail and housing will impact on social, transport and utilities infrastructure and detailed consideration will need to be given through careful planning to the capacity of existing infrastructure and any additional infrastructure required to support the level of development proposed.” E11
Amend to include the advice requested by Thames Water set out in Annex 1.
FINANCIAL IMPLICATIONS
25. There are no direct financial implications arising from the consultation on the Development Brief and its adoption. In due course, any decision to progress the development and improvement of the site will have direct financial implications which will be the subject of a separate report in relation to the Council as landowner.
ENVIRONMENTAL IMPLICATIONS
26. The development of the Cocks Crescent site will provide convenient facilities for the local community in the District Centre and contribute to sustainable development. The Development Brief aims to improve the quality of the public realm on and around the Cocks Crescent site. New buildings will need to incorporate renewable energy and sustainable construction techniques.
Background papers: held by Pat Loxton and Sheree Yap (joint authors of report), 0208 547 5420/5328; e-mail: [email protected] or [email protected]
• Cocks Crescent Development Brief – January 2009 • Report to Maldens and Coombe Planning Sub-Committee – 4 September 2008 • Report to Development Control Committee – 17 September 2008
E12
ANNEX 1 COCKS CRESCENT DEVELOPMENT BRIEF
• Responses on proposed uses
Proposed Uses Number who Number support against New housing 5 51 New retail 6 24 New office space 2 5 Possible relocation of resource centres 1 24 Re-provision of resource centre 18 1 New parking 1 0 General Parking Concerns = 40 Development of Malden Centre Car Park 4 12 Removal of Blagdon Road multi-storey car park 5 4 a) New housing
• Approximately half of respondents were concerned about the impact of around 200 new homes on the local infrastructure, especially social and transport infrastructure. Many referred to the lack of school places and access to GP surgeries, and the existing traffic congestion around New Malden High Street. The level of new dwellings and the increased population would put increased pressure on infrastructure. • The level of housing development is thought to be too high a quantity for the site in terms of its physical impact and appearance. There were comments that it will mean high density, high-rise flats which will overlook neighbouring dwellings and block out light. There are also concerns over the loss of character from New Malden if flats are permitted. • Those who support new dwellings are considering the needs of future generations and state that new homes should be affordable homes. b) New retail
• The majority of responses about retail provision consider the close proximity of the site to New Malden High Street and therefore disagree with the need for retail at Cocks Crescent. They consider that there are a sufficient number of supermarkets along the High Street in addition to the independent grocery stores, and they observed that some units are vacant for long periods of time therefore undermining the necessity for additional retail at Cocks Crescent. • Those who support the provision of retail units have a vision for independent non-chain shops or using the site so that people don’t have to travel to supermarkets outside the centre of New Malden, which currently happens. c) New office space
• Responses about the provision of new office space shared a common thinking that there is already plenty of office provision around New Malden High Street; therefore no more offices are needed in New Malden. E13
d) Possible relocation of resource centres
• Many believe the Crescent and Causeway resource centres should remain at the current site. This reflects the views of both local residents and service users who consider the easy access to the High Street enables their integration with the local community. • There is concern that the draft Development Brief does not specify a location for the new resource centre and there is a lack of confidence that a new resource centre will be provided. • Some respondents query why a new resource centre is needed. e) Re-provision of resource centre
• Many agreed with the proposal to provide a new resource centre to improve the standard and deliver a better service. f) New parking
• There were several responses associated with concerns about parking. Only one response supported new parking and suggests that underground parking be provided. g) Parking concerns
• On-street parking is a problem around the High Street. It is considered that Car Parking Zones and parking permits should be issued for the area around the High Street and adequate parking should be provided for the new dwellings, retail and offices, with extra spaces for visitors. • Concern about the amount of new parking that will be needed for 200 new dwellings • Concern about the loss of the Malden Centre surface car park spaces • Disabled parking is needed at the Malden Centre • Confusion as to why the multi-storey car park should be replaced as it is under-used. h) Development of Malden Centre surface car park
• Some responses consider that if the Malden Centre surface car park is removed the Malden Centre and other local businesses will suffer. • People also consider that the surface car park provides a safe and easy way to drop off and collect children from activities at the Malden Centre. • There is concern that the Malden Centre side access for deliveries and staff parking has been included as part of the proposed access through to the adjacent recreation ground. This side access must be retained. • There is concern that shared surfaces are not easy for disabled people to manoeuvre across. • If the car park was to be redeveloped then some disabled parking spaces would have to be provided. E14
• Those who supported the development of the surface car park suggest that the visual impact could be changed by using planting, and raise the possibility of applying ‘Home Zone’ principles. i) Removal of Blagdon Road Multi-storey car park
• There was a mixed response to the potential removal of Blagdon Road multi- storey car park. A few stated that the car park should be retained as it is considered a good facility, especially as there is inadequate parking for visitors to the High Street within the surrounding residential roads. Others think that as the car park is underused better use could be made of the site where it stands.
• Responses on specific concerns
Concerns No. of respondents
Impact on transport infrastructure 66 Impact on social infrastructure 41 Impact on utilities infrastructure 13 Additional site access on Burlington Road 4 a) Concern about impact on transport infrastructure
• More than half of respondents are concerned about an increase in traffic congestion due to vehicles associated with the 200 new dwellings and delivery vehicles to new retail • There is much apprehension about the access at Blagdon Road. It is expressed that the fire gate at Blagdon Road should be retained otherwise drivers will use the road as a cut-through to the A3. The Blagdon Road/High Street junction is a constrained junction and people expect traffic conditions to worsen with the development of Cocks Crescent • An additional access point along Burlington Road will help ease traffic congestion through the High Street, and respondents consider that the opportunity should be taken to improve public transport; trains and bus routes to serve the increase in local population • Access to the Malden Centre delivery point is essential and needs to be retained rather than be part of any new recreation ground access b) Concern about impact on social infrastructure
• Respondents are concerned about the impact of an increase in local population on o school places – there is already a lack of school places in the area o doctor and dentist surgery waiting lists o facilities at the Malden Centre, e.g. waiting lists for swimming classes o playgrounds o Post office queues
E15
c) Concern about impact on utilities infrastructure
• Some respondents are concerned that sewage and water systems would not support the additional needs of 200 new homes.
d) Additional site access on Burlington Road
• Some respondents consider that opening up the entrance to Cocks Crescent along Burlington Road would ease the amount of traffic congestion on the High Street. Others thought it would be a good opportunity to encourage sustainable modes of transport from the new development if only pedestrians and cyclists are allowed through this access point. • Others think that an access point on Burlington Road would create a cut- through running behind the High Street and rather than alleviate problems it would cause problems on Burlington Road if more traffic is directed onto it.
Thames Water Comments: “It is unclear at this stage what the net increase in demand on our infrastructure will be as a result of the proposed development. Thames Water is concerned that the network in this area may be unable to support the demand anticipated from this development. The Development Brief needs to consider the net increase in water and waste water demand to serve the development and also any impact the development may have off site further down the network, if no/low water pressure and internal/external sewage flooding of property is to be avoided.
The list of issues covered in the Development Brief should therefore make reference to the provision of water and sewerage infrastructure to service development. This is essential to avoid unacceptable impacts on the environment such as sewage flooding of residential and commercial property, pollution of land and watercourses plus water shortages with associated low pressure water supply problems.
We therefore consider that the following paragraph should be added to the Development Brief:
“Water Supply & Sewerage Infrastructure
Developers will be required to demonstrate that there is adequate water supply, waste water capacity and surface water drainage both on and off the site to serve the development and that it would not lead to problems for existing or new users. In some circumstances it may be necessary for developers to fund studies to ascertain whether the proposed development will lead to overloading of existing water and/or waste water infrastructure. Drainage on the site must maintain separation of foul and surface flows. For further information on both water supply and sewerage/ sewage treatment please contact Thames Water Utilities, Kew Business Centre on 0845 850 2777, www.developerservices.co.uk, email: E16 [email protected]. For Thames Water to provide these essential services most effectively, it is vital that developers and local authorities consult Thames Water at the earliest possible stage in any development proposal.”
Tree Strategy and Planting – Thames Water recognises the environmental benefits of trees and encourages the planting of them. However, the indiscriminate planting of trees and shrubs can cause serious damage to the public sewerage system and water supply infrastructure. In order for the public sewers and water supply network to operate satisfactorily, trees, and shrubs should not be planted over the route of the sewers or water pipes.
Access – Thames Water will require 24 hour vehicular access to any pedestrianised area to undertake emergency works. Access to the sewerage and water supply infrastructure must not be impeded by street furniture. This will enable Thames Water to operate the network with as little interruption to the service as is possible.”
Cocks Crescent New Malden Development Brief Adopted January 2009
&217(176
Site Context Plan 2 1. Introduction and Aims 3 x Plan 2 : Site Plan 3 x The Site 4
2. Site Ownership 4 x Plan 3 : Site Ownership 4 x Plan 4 : Current Land Uses 5 x Plan 5 : Site Constraints and 6 Opportunities
3. Development Potential 7
4. Urban Design and Environmental 8 Quality
Plan 6: Concept and design 9 principles 5. Land Assembly and Procurement 10
Appendix: Planning Policy Context 11
N D O L E M B WI T O
New Malden Station T O K I N G H S I T O G N H
S
T
R
E K E I T N G S T O N R O A O A D D T O N R M G B U R L I N A )
L 3 A D ( Y E A
N W
N N R E O D L Motspur A A D M Park Station
T H O R L W T O T O Plan 1 : Site Context
1. Introduction and aims
The Council is seeking to appoint a development partner to undertake mixed- use development of the Cocks Crescent area of New Malden to deliver a range of new and improved facilities and new homes in an enhanced environment, in line with the principles set out in this Brief.
This Brief provides a framework to guide development proposals, setting out the facilities required and the process envisaged.
The aim is to: xpromote a comprehensive approach to development of the Cocks Crescent area to provide a range of new facilities and services, including a new resource centre to replace the outmoded Causeway and Crescent community resource centres (either on-site or in close proximity), housing, retail and parking Plan 2 : Site Plan xuse a design-led approach to improving the quality of development, local services, xaccommodate economic and housing connected and integrated with it, the local environment and the public growth (with a mix of housing types, sizes enhances the local environment and realm and tenure including affordable housing responds well to its setting and xsecure development that supports and and accommodation designed to accessi- surroundings strengthens the role of New Malden ble and wheelchair standards. Tenures xphysical constraints on the District Centre and enhances its vitality need to be integrated) development of the site so that there and viability, including retail and retail xoptimise the use of land and buildings in are no harmful impacts on the related development, commercial, leisure this convenient, accessible location surrounding area and community facilities, to meet the ‘day xpromote sustainable and accessible xexisting and planned infrastructure to day’ needs of the local community development capacity (transport, utilities, schools, within its catchment, especially for xensure that development takes account healthcare facilities), including the convenience goods, thus reducing the of: layout and capacity of the local road need to travel to out of centre facilities xexisting development and is well network
The Site 2. Site Ownership
The Site edged blue in Plan 2 (2.4ha, The site is in mixed Council and private 5.9ac) lies within New Malden District ownership. Centre, just off the High Street. The District Centre provides shopping, local services, community and leisure facilities for the surrounding residential community. There is a department store (Tudor Plan 3 : Site Ownership Williams), 3 supermarkets (Waitrose, Somerfield and Lidl) and a range of high street multiples and independent shops. The recently opened Lidl is within the site and Somerfield in the High Street adjoins the site. New Malden railway station lies some 500m to the north. Alterations have recently been implemented along New Malden High Street.
In addition to the Site, the Council has identified adjoining properties (edged orange) which front onto the High Street and include shops, financial services, offices, the post office and sorting office, which developers are encouraged to consider in terms of how these properties may contribute and assist in integrating the site with the High Street and enhance the District Centre.
District centres play a key role in sustainable development, providing a ‘sense of place’ and identity for local communities as well as a focus for accessible “walk to” services.
Plan 4: Current land uses
The site contains a mix of community and commercial uses and parking: The Malden Centre - a leisure and learning centre currently run by DC Leisure on behalf of the Council Surface car park adjacent to the Malden Centre (83 spaces) Blagdon Road multi-storey car park (MSCP) (549 spaces) above ground floor retail (approximately 950sqm.), health club and two storeys of offices (598sqm)
The Causeway and Crescent Resource Centres which provide separate day services to people with learning and physical disabilities and minibus parking and garaging.
Brycbox - formerly a studio (now vacant)
Open land rear of Brycbox
Coach parking (5 spaces)
RBK Highway / Access Road
Plan 5 : Site Constraints and Opportunities
Residential Offices 3. Development Potential New homes with a mix of tenures and sizes xRe-provision of office floor space (Plan 4) to meet housing needs, level of provision to should be considered be subject to Development must respond to the Leisure and Community facilities character and context of the Site’s location. x The mix and quantum of other uses/ development xRetention of the Malden Centre Uses x detailed design and amenity considerations The Malden Centre is an important and Mixed-use development including: x assessment of impact on infrastructure highly valued leisure and learning centre serving the local community, which must be x Re-provision of the Causeway and and capacity being available Crescent Resource Centres (unless re- x acceptable impact on surrounding uses. retained provided off-site in close proximity) x Amenity space/play space xOther community facilities x Residential, including affordable housing x Car parking in accordance with London The potential to relocate the New Malden x Retail Plan standards (see Appendix) and the library onto the site should be investigated x Offices Affordable Housing SPD in the context of potential for a community x Leisure facilities including retention of x Secure cycle parking (see Appendix) hub. Community hubs will be multi-use and the Malden Centre on site Retail could consist a range of Council services; x Public car parking info/advice, modern library, leisure and x Retail provision, especially for learning facilities, plus services provided by Re-provision of the Causeway and convenience goods, to enhance the local partners, e.g. local health services, police, Crescent Resource Centres retail offer and competitiveness; voluntary/community based organisations A new resource centre is required to complement existing provision, increase and post office. footfall; enhance the vitality and viability of modernise day services in accordance with Public car parking current expectations and improve provision the district centre, strengthen its role and for people with disabilities, including attractiveness; and secure a more x High quality and convenient public learning and leisure opportunities. The sustainable pattern of retail development parking, including disabled parking to serve resource centre should be provided either (by reducing the need for local residents the needs of the site (including the Malden on-site or in a convenient and accessible to travel to out of centre provision). The Centre) and the New Malden District location close to the New Malden District scale of any retail development should be Centre (Level to be determined by detailed Centre. appropriate to the size and role of the assessment and informed by the Parking district centre and its catchment and Study of District Centres which has been Accommodation (approx. 1200 sqm. to should relate well to the surrounding commissioned for completion in 2009. – specification to be provided) to include: residential context. see Appendix for parking standards) x Office space for 30 staff x Proposals would need to demonstrate that x Coach Parking x Flexible space for users and carers suitable access can be provided, that x A shop unit there is adequate highway capacity and Provision of infrastructure x A small canteen that proposals would not adversely impact The provision of new development on the x Mini-bus parking (amount tbc), including on traffic flows. site, especially any new retail and housing some secure garage parking will impact on social, transport and utilities
infrastructure. Detailed consideration will need Urban Design and to be given to the capacity of existing facilities 4. x Building layout should: and any additional requirements to support Environmental Quality new development. x Avoid conflict between fronts and backs of buildings Thames Water (TW) advice: Access and Movement x Achieve maximum solar gain to principal rooms, with features to x Water Supply & Sewerage Infrastructure - x Safe and convenient access for Developers will be required to demonstrate limit solar gain in summer vehicles, pedestrians and cyclists x Provide active frontages with that there is adequate water supply, waste x Main vehicle access to be from water capacity and surface water drainage entrances and ground floor win- Blagdon Road, with potential limited dows to create natural surveillance both on and off the site to serve the vehicle access from Burlington Road development and that it would not lead to x The capacity of the High Street/ problems for existing or new users. In some x Residential provision should include Blagdon Road junction is constrained circumstances it may be necessary for play and amenity space, as well as x Service access to rear of High Street developers to fund studies to ascertain balconies and roof terraces properties and the sorting office to be whether the proposed development will lead to x Residential buildings should achieve maintained overloading of existing water and/or waste ‘Code for Sustainable Homes’ Level 4 water infrastructure. Drainage on the site must x Improved permeability and routes as a minimum maintain separation of foul and surface flows. required for pedestrians and cyclists For further information please contact Thames from the High Street across the site to Public Realm Water Utilities, Kew Business Centre on 0845 the public open space x Secure cycle parking (see Appendix) x A high quality public realm and 850 2777, www.developerservices.co.uk, landscaping is required which should email:[email protected]. Built Form form an integral part of the overall x Tree Strategy and Planting – TW recognises design from the outset the environmental benefits of trees and x The design of new development should x Provision of a high quality pedestrian encourages planting. However, the creatively combine multiple uses to environment, with improved indiscriminate planting of trees and shrubs can maximise the potential of available land permeability, convenient routes, active cause serious damage to the public sewerage x The design of buildings and spaces frontages and public spaces system and water supply infrastructure. Trees should promote distinctiveness, create x The public realm should contribute to and shrubs should not therefore be planted focal points and reinforce the identity of the enjoyment of as many properties over the route of sewers or water pipes. the local area and types of user as possible x Access – TW require 24 hour vehicular x Building heights should respond to the x The scheme should create a hierarchy access to any pedestrianised area for surrounding context and should, in of spaces throughout the development, emergency works. Access to the sewerage particular, have regard to the amenity ranging from public to private and for- and water supply infrastructure must not be and outlook of properties in Burlington mal to informal impeded by street furniture. This will enable Road. x Opportunities should be taken to TW to minimise interruption to the network incorporate art and craftsmanship into and service. the landscape scheme
Plan 6 : Concept and design principles
5. Land Assembly and Procurement Council. x Provision by the Development Partner x Requirements for a more detailed of public car parking and facilities development proposal supported by comprising the public realm (to such appropriate drawings. The aim is to develop and improve the specification as the Council shall x Requirements for a financial proposal area in a comprehensive way. Although require), at its own cost. Car park on an agreed basis. the Council owns a substantial part of the management arrangements to be the x The criteria on which the Council will area covered by the Brief, the land and subject of agreement with the Council. select the preferred Development properties in private ownership and/or x The retention of the Malden Centre, Partner. which include private interests (see Land minimising any disruption to it, and Ownership Plan) will need to be included reimbursement by the Development in order to achieve the aim. Partner of any loss suffered by the Council or the management contractor The Council is seeking a development of the Centre. partner to deliver the mixed use x A contribution by the Development development of the site. That Development Partner to the costs incurred by the Partner will be expected to enter into a Council in connection with the Development Agreement with the Council Development Agreement. which will include (but not be restricted to) the following main principles: The process for selecting a Development Partner will need to comply with the x Investigation by the Development requirements of the Public Contracts Partner, at its own cost, and Regulations, 2006. Interested parties, preparation of a land assembly/land therefore, will initially be required to acquisition strategy for properties in complete and submit an Expression of private ownership and/or affected by interest and Pre-Qualification Questionnaire private interests. The Council may (PQQ) concerning relevant experience, consider the exercise of compulsory technical capacity, financial and economic powers, if appropriate, subject to the strengths. The Council will then undertake Development Partner indemnifying the an evaluation process and invite a Council against all associated costs. limited number of interested parties who x Provision by the Development Partner, submitted PQQs to submit more particular at its own cost, of the new resource proposals, to be based on a more detailed centre, to such specification as the Development Brief which will contain Council shall require (including (amongst other things): building and fit-out) and, if provided off -site, subject to such location and tenure being acceptable to the
x T20 Compliance with Car and Cycle x Cycle parking standards Appendix Parking Standards Planning Policy Context x T22 Transportation Contributions x RES8 Community Benefits Land Use Cycle parking standards
Advice on submitting a planning Other relevant Council planning policy Flats 1 space per unit documents include: application and associated requirements Offices 1:125sqm can be found on the Council’s website at: x Access for All Supplementary Planning Retail 1:300sqm www.kingston.gov.uk/planning. Document (2005) x Life Time homes and Wheelchair D1 1 space per staff and 1 space per5 staff (for visitors) Planning applications should be made Housing Supplementary Planning using the Standard Planning Application Advice Note (2007) D2 1 space per 10 staff plus 1 space Form (1APP). x Affordable Housing Supplementary Leisure per 20 peak period visitors Planning Document (2007) Development proposals should take x Sustainable Construction account of national, London and local Supplementary Planning Guidance planning policies. Attention is drawn to (2004) S106 Planning Obligations London Plan policies: Parking Standards In line with Circular 05/05, London Plan x Policy 2A.1: Sustainability Criteria x Car parking provision: In accordance policy 6A.4 and UDP Policies RES8 and T22 x Policy 2A.2:The spatial strategy for with London Plan and UDP standards a S.106 Planning Obligation agreement will development be required and may cover: x Policy 2A.8: Town Centres x Policy 2A.9: The Suburbs: supporting Type of development Max provision for x Affordable housing sustainable communities new development x Financial contributions or works covering: x Policy 3D.1 Supporting town centres Non food retail (A1) 1 space per 35m2 x Policy 3D.2 Town centre development Financial/ Professional x education contributions services (A2) x safety and security 2 Attention is also drawn to “saved” policies in Non-food retail 1 space 40m x transport and access improvements the UDP 2005, especially those relating to warehouse by all modes New Malden District Centre and the 2 Food retail (up to 1 space per 45m x public realm environmental proposed uses; 500m2) improvements Food retail (over 1 space per 20m2 2 x community facilities x NM1 New Malden District Centre 500m ) x open space/ play space x DC2 Community and Leisure Uses B1 Office/ Business 1 space per 100m2 x PS33a Cocks Crescent New Malden space x H9 Low Cost and Affordable Housing Residential 1 space per unit Day Centre Staff and minibus parking to be confirmed
APPENDIX F Executive, 13 January 2009
ENFORCEMENT OF THE BOROUGH’S BAN ON A-BOARDS Reference from Kingston Town Neighbourhood (10 December 2008 – Appendix O)
Purpose
At the request of the Chair, Kingston Town Neighbourhood Committee Kingston received a report on the current position on implementing the enforcement and removal of all freestanding advertisement (‘A’) boards placed on publicly maintained highway and plans for Kingston Town. Committee Members expressed dissatisfaction with the progress and decided to request the Executive to take action.
Action requested by Kingston Town Neighbourhood Committee
The Executive is requested to
1 note that Kingston Town Neighbourhood Committee considers the delays in implementing the policy, both in terms of prioritisation of areas for enforcement and the time taken to implement the process are unacceptable, Kingston Town should be prioritised as the next enforcement area from January 2009 and that enforcement should be completed within the timescale set for the process; and
2. take action to improve the rate of enforcement and to ensure that enforcement action is completed within the timescale established for the process.
Reason for action proposed
To decide action following views expressed by the Kingston Town Neighbourhood Committee on the priorities for the future enforcement of the Borough’s policy on the removal of ‘A’ Boards.
BACKGROUND
1. The Executive, in October 2007, adopted a borough wide zero tolerance policy and agreed to be pro-active in the enforcement and removal of all freestanding advertisement (‘A’) boards placed on publicly maintained. This was to improve the quality of Borough streets, their appearance and functionality, to reduce/remove unnecessary street clutter, to provide a safer pedestrian environment, and to secure equality of access to all users particularly those with disabilities.
2. Following the report of the Alternatives to ‘A’ Boards Working Group, established by the Overview Commission to investigate alternative advertising methods to the use of ‘A’ Boards, in January 2008, Council Officers have been developing and progressing an enforcement regime.
ENFORCEMENT PROGRAMME AND PROGRESS
3. The Street Scene Compliance Team in Environmental Services has responsibility for implementing the Council's Zero Tolerance Policy against 'A' Boards. The Compliance Team is also responsible for a number of the Council’s other statutory F2
duties including all elements of Highway Enforcement such as skips, scaffolding and builders activities; Environmental Crime such as abandoned vehicles, fly tips, fly posts and graffiti; Duty of Care Enforcement of trade waste agreements and River Enforcement in the removal of abandoned vessels. They also work closely with the Safer Kingston Partnership in coordinating the Community Payback Scheme and are involved in other community initiatives such as the Junior Citizens campaign.
4. A programme of enforcement is underway. As previously reported to the Executive, the enforcement programme has initially been restricted to specific areas within the Borough. This helps to gauge reaction, the extent of compliance and to test the efficiency and sustainability of the proposed regime before tackling the Borough as a whole. The first area chosen to test the enforcement programme was Tolworth Broadway. The selection of Tolworth was due to it being an area where abuse is most prevalent, the fact that the Broadway is a self-contained shopping area and was based in part on the input received from Councillors in South of the Borough.
5. Each individual 'A' Board infringement involves several individual visits and a legal process is carefully adhered to. This process is part of the policy adopted in October 2007 and is set out below.
Start of process Deliver first letter to The first letter includes a copy of the businesses placing ’A’ statement on ‘A’ Board policy and Boards on the highway. examples of alternative types of advertising. The officer delivering the letter is required to gather evidence and photographs and report back to the Process Officer After 14 days Re-inspect area where first The officer delivering the letter is letters were delivered. required to gather evidence and Deliver second letter to photographs and report back to the businesses still placing ‘A’ Process Officer. Boards on the highway. After 7 days Re-inspect the area. The officer inspecting the area is required to gather evidence and photographs and report back to the Process Officer any ‘A’ Boards being placed on the highway. Produce notice to remove and dispose of ‘A’ Board Deliver notice The officer delivering the notice is required to gather evidence and photographs and report back to the Process Officer. Produce schedule for removal and disposal and instruct contractor After 7 days Contractor attends area A notice of removal will be with schedule and removes delivered. any appropriate ‘A’ Boards. The Contractor reports back to the Process Officer.
F3
6. The enforcement process for the first area is now complete. Businesses in Tolworth Broadway received a removal notice during the first week of December 2008. Business had 7 days to comply with the notice or their boards would be removed. Once the seven day notice period expired the Council had 28 days in which to remove any remaining ‘A’ Boards. Officers inspecting Tolworth Broadway after the 7 day period had elapsed found 100% compliance by traders. There was no need for further enforcement action. The process undertaken has tested and proven the enforcement regime to be effective. It is now possible to roll out the programme to other parts of the borough.
NEXT STEPS
7. Due to the resources required for the enforcement process, the enforcement programme is currently restricted to one individual area at a time. Whilst 'A' Board enforcement is a priority, the Compliance Team must balance the time and resources allocated to this issue in a manner that is commensurate to their other duties.
8. The enforcement programme should be ongoing and a proposed timetable is set out below. The following action is proposed for 2009 having learned from the experience of ‘A’ board enforcement in Tolworth and taking into account:
a) the level of ‘A’ board placement in an area b) the time needed to undertake action and ensure successful compliance c) the impact on movement for residents, particularly those who are visually impaired or have a disability.
9. The proposed timetable is:
January – March 2009 Victoria Road, Brighton Road, Upper Brighton Road, Maple Road, Surbiton
Obstruction by ‘A’ Boards has the most impact in this area, particularly in Victoria Road which has the highest density of ‘A’ Boards in the borough. Significant obstruction is being caused due to the narrow pavements and heavy pedestrian traffic
This has the greatest impact on the visually impaired and other disabled residents Surbiton should be the priority area for enforcement.
April – June 2009 High Street, New Malden
The most customer complaints to the Contact Centre regarding ‘A’ Boards are received for the High Street, New Malden. Notably some calls are from the visually impaired and other disabled residents
F4
July – September 2009 Kingston Town Centre
Specifically properties contained within the High Street, Eden Street, Clarence Street and Wood Street areas plus Old London Road. Previous ‘A’ Board enforcement indicates that time schedules must be adhered to, and the same officers used for all visits. ’A’ Board enforcement in Kingston Town Centre will require numerous visits due to the large area covered and the number of businesses involved.
September- October Richmond Road, Surbiton Road, Penrhyn Road, 2009 Park Road, Kingston Hill
October – November Revisit all previously visited locations to ensure 2009 continued compliance
December 2009 – Cambridge Road, Kingston, Kingston Road, New January 2010 Malden, Ewell Road, Surbiton
10. Implementing the above schedule will address the most pressing areas as a priority and maximise the potential to obtain compliance across the Borough.
FINANCIAL IMPLICATIONS
11. The enforcement programme is currently restricted to one individual area in the borough at a time. No additional resources are available that would enable this service to be further prioritised without a commensurate drop in those allocated to other statutory duties.
ENVIRONMENTAL IMPLICATIONS
12. The A Board Policy was developed as a consequence of concerns about the environment and the impact A boards have on the street scene. The implications of this report are that the impact of A boards will be reduced as enforcement action is rolled out across the Borough.
Background papers : held by Michael Dixon, Transitional Street Scene Manager – 020 8547 5895, e-mail: [email protected] 1. A Board Policy – Executive 17 May 2005 and 2 October 2007 2. Neighbourhood Committee Terms of Reference
Report Authors: Michael Dixon, Transitional Street Scene Manager 020 8547 5895, e-mail: [email protected] Roy Douglas, Compliance Officer 020 8547 5902, e-mail: [email protected] APPENDIX G Executive, 13 January 2009
PLANNING OBLIGATIONS – SECTION 106 AGREEMENTS SIX MONTHLY MONITORING REPORT Report by the Service Director (Planning and Transportation) Executive Member for Planning and Regeneration
Purpose
To respond to the d ecisions of the Executive on 17 December 2002 and 4 December 2007 by providing a bi-annual update report on Section 106 Planning Obligations. This report details contributions received and new agreements completed in this financial year 2008-09.
Action proposed by the Executive Member for Planning and Regeneration:
The Executive is requested to:
1. note the work in hand (para.2) to address current S106 issues and improve S106 guidance, procedures and monitoring; and
2. note the update on S106 funds received and new agreements completed in the first eight months of this financial year 2008-09 up to the end of November 2008.
Reason for action proposed To ensure that more effective S106 guidance is prepared and that improvements to procedures are implemented and to inform the Executive of the current position on S106 planning obligations in this financial year.
BACKGROUND AND UPDATE ON SECTION 106 FINANCIAL CONTRIBUTIONS
1. This is the 22nd report on Section 106 Planning Obligations. The last S106 report in July 2008 was the extended annual report on contributions received and spend from S106 agreements in the financial year 2007-08. This report details contributions received in this financial year 2008-09 to the end of November 2008 and new agreements completed within 2008-09.
2. Work is in hand to address a number of current issues in respect of securing, distributing, monitoring, and the reporting of S106 planning obligations. Issues relating to the reporting and monitoring of S106 agreements were raised at the Surbiton Neighbourhood Committee in November. Notwithstanding, the impetus for change rests with (i) a greater clarity from government about the use of planning obligations; (ii) the forthcoming introduction of pre-application charging and the need for an associated protocol; and (iii) the need for interim/informal guidance on planning obligations to guide developers and for use by officers and to allow greater member input.
G2
3. The anticipated outputs from this work is that (a) all S106 agreements past and current will be checked against a robust monitoring system to ensure compliance with the terms of the agreement; (b) planning guidance will be produced for developers to establish the type and level of planning obligations that will be required for the benefit of community or to ‘mitigate’ the impact of a developments; and (c) a protocol will be produced for Officers and Members which will focus on responsibilities and accountabilities. The next annual report will include a section that will deal with the content and frequency of reporting, and Member input to the planning obligation process. As part of the directorate realignment process, a new post of Group Manager Implementation and Partnerships will have overall responsibility for securing monitoring, and reporting of Planning Obligations.
4. S106 planning obligations normally come into effect upon the implementation of a planning permission. Financial contributions usually become due either when development commences, on completion of development, or within an agreed period of time after completion of the development. In the case of large schemes, financial contributions may be phased through the construction period up to completion.
5. It is not normal to secure agreements with developers which require payment of S106 contributions or discharge of obligations upon the grant of planning permission. This is because planning obligations are normally related to the impact of development (for example education contributions towards additional education facilities required as a result of additional population moving into new housing) and measures or new facilities required to mitigate the impact of development. Impact follows implementation of development, therefore it would be difficult to justify or secure ‘up front’ contributions in advance of development. However, there are some circumstances when obligations and contributions do become payable on the grant of planning permission. For example, in the case of the Rotunda leisure development in Kingston town centre, a financial contribution (£15,000) to fund a parking survey of residential streets was secured on the grant of planning permission.
6. Pre-application charging is being introduced to cover the cost of providing planning advice, including on potential S106 planning obligations, in advance of planning applications being submitted. It is not anticipated that this would be able to affect the timing of when planning obligations come into effect.
7. Details of individual S106 contribution received this year and new agreements signed are included in Annex 1 to this report. A summary of Section 106 financial contributions received in 2008-09 by category and neighbourhood is set out in Table 1. Notable receipts, in addition to 30 education contributions, include sums of: • £100,000 and £50,000 respectively from the completed student accommodation in Wood Street Kingston for access and environmental improvements in the vicinity (Northern Riverfront) and for CCTV; • £65,000 from Jamie’s restaurant, High Street Kingston for repaving and highway works; • £10,800 for landscaping around the batching plant/depot site in Kingston Road, adjacent to Tolworth Station • £15,000 for highway improvements in Red Lion Road, Tolworth.
G3
TABLE 1: SUMMARY OF S106 FINANCIAL CONTRIBUTIONS RECEIVED 2008-09 Category Kingston Maldens and Surbiton South of Total Town Coombe the Boro’. Education £54,019 £62,735 £40,000 £1,250 £158,004 Transport Fund £20,000 £20,000 Highway & Access £65,000 £15,000 £80,000 Improvements Environmental £100,000 £10,800 £110,800 Improvements CCTV £50,000 £50,000 Total £289,019 £62,735 £40,000 £27,050 £418,804
5. Table 2 summarises new agreements which have been signed in the current financial year 2008/09 to the end of November 2008. Notable obligations include: • £170,000 from 153-161 Clarence Street (opposite Oceana) if change of use of the upper floors to restaurants proceeds • sums of £25,000 for transport/access improvements and £15,000 for traffic management, if the hotel development in Kingston Road, just south of Tolworth Station, is implemented.
TABLE 2: SUMMARY OF NEW S106 AGREEMENTS SIGNED 2008-09 Category Kingston Maldens and Surbiton South of Total Town Coombe the Boro’. Education £35,000 £29,125 £28,250 £10,000 £102,375 Transport Fund £25,000 £25,000 Traffic Management £15,000 £15,000 Transport & £170,000 £170,000 Environmental Improvements Total £205,000 £29,125 £28,250 £50,000 £312,375
FINANCIAL IMPLICATIONS
6. These are included in the report.
ENVIRONMENTAL IMPLICATIONS
7. S106 planning obligations secure financial contributions, some of which are used to fund a range of environmental improvements.
Background Papers: held by Pat Loxton (author of report) 0208 547 5420, e-mail: [email protected]
Previous reports to the Executive on S106 Planning Obligations: 23 July, 1 October, 17 December 2002; 21 January, 22 April, 15 July, 14 October 2003; 20 January, 27 April, 3 August, 7 December 2004; 22 March, 26 July, 15 November 2005; 7 February, 18 April, 29 August and 5 December 2006; 17 April, 4 September, 4 December 2007 and 22 July 2008. G4
ANNEX 1 Table 1: SECTION 106 CONTRIBUTIONS RECEIVED IN 2008/2009 Address Ref Number Category Amount Rec’d 13 PARK ROAD, KINGSTON 04/12629/FUL Educational Contribution £ 1,518 19-23 HIGH STREET, KINGSTON 08/12034/FUL Highway Improvements £65,000 19K CATHERINE ROAD, SURBITON 08/12167/FUL Educational Contribution £ 1,250 224 & REAR OF 226 RICHMOND ROAD, 05/12283/FUL Educational Contribution £3,125 KINGSTON 26 CLIFTON ROAD, KINGSTON 07/12124/FUL Educational Contribution £3,125 2-6 VICARAGE RD / WOOD ST 03/12239/FUL Environmental £100,000 KINGSTON Improvements 2-6 VICARAGE RD / WOOD ST 03/12239/FUL CCTV £50,000 KINGSTON 28 KINGS ROAD, KINGSTON 05/12554/FUL Educational Contribution £ 2,500 53 RICHMOND ROAD, KINGSTON 02/12478/FUL Transport Fund £ 20,000 6 BURNHAM STREET, KINGSTON 04/12799/FUL Educational Contribution £ 1,250 6 GRANGE ROAD, KINGSTON 06/12153/FUL Educational Contribution £ 1,250 215 RICHMOND ROAD/ 38 ALBANY 06/12427/FUL Educational Contribution £ 40,000 PARK ROAD, KINGSTON 120 KINGSTON ROAD, NEW MALDEN 06/14184/FUL Educational Contribution £ 1,875 172-174 MALDEN ROAD, NEW MALDEN 06/15033/FUL Educational Contribution £ 7,500 193 ELM ROAD, NEW MALDEN 05/15116/FUL Educational Contribution £ 2,500 222 KINGSTON ROAD, NEW MALDEN 06/14837/FUL Educational Contribution £ 1,496 66 TRAPS LANE, NEW MALDEN 05/14911/FUL Educational Contribution £ 3,125 COOMBE BURY, KINGSTON HILL 06/14435/FUL Educational Contribution £ 2,500 LAND AT 52 SOUTH LANE, NEW 06/15063/FUL Educational Contribution £ 2,500 MALDEN MEADOW HOUSE AND COOMBE 06/14731/FUL Educational Contribution £ 6,250 PADDOCK, KINGSTON HILL THE ROBIN HOOD, KINGSTON VALE, 03/14729/FUL Educational Contribution £ 31,864 LONDON VINCENT HOUSE, WARREN ROAD, 07/14956/FUL Educational Contribution £ 3,125 KINGSTON 87 GILDERS ROAD, CHESSINGTON 06/10101/FUL Educational Contribution £ 1,250 COAL DEPOT, KINGSTON ROAD, 08/10052/FUL Landscaping £ 10,800 Tolworth FORMER CLASSICAL CIRCUITS LTD, 214 06/10309/FUL Highway Improvements £ 15,000 RED LION ROAD, SURBITON 105 CHILTERN DRIVE, SURBITON 05/16490/FUL Educational Contribution £ 2,500 109-111 BRIGHTON ROAD, SURBITON 06/16629/FUL Educational Contribution £ 1,250 131-133 COTTERILL ROAD, SURBITON 06/16647/FUL Educational Contribution £ 2,500 14 LOVELACE GARDENS, SURBITON 04/16383/FUL Educational Contribution £ 8,750 17 SEETHING WELLS LANE, SURBITON 05/16272/FUL Educational Contribution £ 1,250 23 EVERSLEY ROAD, SURBITON 05/16560/FUL Educational Contribution £ 1,250 24 ST MARKS HILL, SURBITON 05/16471/FUL Educational Contribution £ 1,250 60 MALVERN ROAD, SURBITON 06/16576/FUL Educational Contribution £ 2,500 REAR OF 53-57 COTTERILL ROAD, 06/16645/FUL Educational Contribution £5,000 SURBITON REAR OF 93, DITTON ROAD, SURBITON 06/16199/OUT Educational Contribution £ 10,000 TUDOR LODGE, 8 OAKHILL ROAD, 07/16421/FUL Educational Contribution £3,750 SURBITON
G5
Table 2: NEW SECTION 106s SIGNED IN 2008/2009 Address Ref Number Category Amount Required 1 DYSART AVENUE, KINGSTON 08/12168/FUL Educational £ 2,500 Contribution 105 LOWER HAM ROAD, 08/12241/FUL Educational £ 625 KINGSTON Contribution 32 ST GEORGES ROAD, KINGSTON 08/12413/FUL Educational £ 3,125 Contribution 381-419 PARK ROAD, KINGSTON 08/12296/FUL Educational £ 14,375 Contribution 45-49 CAMBRIDGE ROAD, 08/12195/REM Educational £ 5,000 KINGSTON Contribution 58 CLIFTON ROAD, KINGSTON 08/12058/FUL Educational £ 5,000 Contribution 58B LONDON ROAD, KINGSTON 08/12301/FUL Educational £ 3,125 Contribution GARAGES BETWEEN 18-19 GROVE 08/12435/FUL Educational £ 1,250 CLOSE, KINGSTON Contribution 153-161 CLARENCE STREET, 08/12336/FUL Environmental £ 170,000 KINGSTON Improvements 16 COOMBE GARDENS, NEW 08/14325/FUL Educational £ 3,125 MALDEN Contribution 22 NEVILLE AVENUE, NEW 08/14504/FUL Educational £ 3,125 MALDEN Contribution 52 ELM ROAD, NEW MALDEN 08/14602/FUL Educational £ 1,250 Contribution 61 THE CRESCENT, NEW MALDEN 08/14366/FUL Educational £ 1,250 Contribution 63 THE CRESCENT, NEW MALDEN 08/14419/FUL Educational £ 1,250 Contribution 64 THETFORD ROAD, NEW 08/14437/FUL Educational £ 4,000 MALDEN Contribution BEVERLEY COURT, BEVERLEY WAY, 08/14639/FUL Educational £ 12,000 LONDON Contribution RESTORMET, 17 BEVERLEY WAY, 08/14466/FUL Educational £ 3,125 LONDON Contribution 220 & HALL LEATHERHEAD ROAD, 08/10034/REM Educational £ 10,000 CHESSINGTON Contribution 12 KINGSTON ROAD, SURBITON 08/10062/OUT Traffic Management £ 15,000 12 KINGSTON ROAD, SURBITON 08/10062/OUT Transport Fund £ 25,000 145-147 RED LION ROAD, 08/16173/FUL Educational £ 2,500 SURBITON Contribution 16 AVENUE ELMERS, SURBITON 08/16161/FUL Educational £ 8,125 Contribution 17 AVENUE ELMERS, SURBITON 08/16172/FUL Educational £ 9,375 Contribution 405 EWELL ROAD, SURBITON 08/16459/FUL Educational £ 2,000 Contribution EGMONT NURSERY, 132 08/16168/OUT Educational £ 6,250 TOLWORTH RISE SOUTH Contribution
APPENDIX H Executive, 13 January 2009
LONDON BOROUGHS GRANTS SCHEME BUDGET PROPOSALS, 2009/2010 Report by the Head of Democratic Services & Partnership Leader of the Council and Executive Member for Environment, Sustainability and Climate Change
Purpose To consider the London Boroughs Grants Scheme (LBGS) expenditure proposals for 2009/2010 which require approval.
Action proposed by the Leader of the Council and Executive Member for Environment, Sustainability and Climate Change:
The Executive is requested to approve the proposed level of expenditure for the London Boroughs Grants Scheme for 2009/2010 of ££550,270.
Reason for action proposed To respond to the request regarding the level of expenditure for the London Boroughs Grants Scheme.
BUDGET PROPOSALS
1. Each Authority is required to contribute to the overall expenditure level of the LBGS in proportion to its resident population. The LBGS, which is managed by London Councils, makes recommendations to the constituent authorities on overall expenditure for the following financial year which, needs to be ratified by at least two-thirds (i.e. 22) of London authorities and, once ratified, the expenditure is binding on all of the 33 Authorities.
2009/2010 BUDGET PROPOSALS
2. The LBGC proposals for 2009/2010, as endorsed by the London Councils Leaders’ Committee, involve an overall level of expenditure of £30,118,000 which represents a standstill on grants provision. Taking into account the use of predicted bank interest, European Social Fund grant and balances (£3,788,000 this requires total local authority contributions of £26,330,000. This compares with £28,120,394 in 2008/09 and represents a 0.7 % decrease overall.
3. £28,400,000 of the overall level of expenditure represents grants to voluntary organisations. £1,718,000 relates to administrative costs.
IMPLICATIONS FOR THIS AUTHORITY
4. The recommended budget for 2009/2010 requires a total contribution of £550,270 from RBK, as compared to the figure of £546,818 for 2008/09. Although the overall level of expenditure for the Scheme as a whole for 2009/10 is less than 2008/2009 , the Council’s contribution has increased as a consequence of population changes.
H2
TIMESCALES
5. London Councils has asked for a formal response to its proposals by 16 January 2009. In the event of the expenditure level not being agreed by the required two- thirds of constituent authorities by 1 February 2009, the approved level would be deemed to be that for the current financial year.
ENVIRONMENTAL IMPLICATIONS
6. None specifically arising from this report though many of the organisations that will be funded by the LBGS next year are likely to have environmental objectives.
Background Papers : held by Andrew Bessant [author of report], 020 8547 4628. 1. Report to 11 November 2008 London Councils Leaders’ Committee. 2 Circular from London Councils 13 November 2008
APPENDIX I Executive, 13 January 2009
PROPOSAL FOR JOINT PROCUREMENT/SHARED SERVICES APPROACH FOR NEW INTEGRATED ADULT SOCIAL CARE INFORMATION SYSTEM Report by the Strategic Director of Community Services Executive Members for Health and Adult Community Services and Planning and Regeneration
Purpose The purpose of this report is to brief the Executive on developments on the proposed procurement of an Integrated Adult Social Care Information System in conjunction with certain other London Local Authorities.
On 30 September 2008 Executive agreed that Kingston take the opportunity to participate in a procurement exercise being led by Lewisham, in the expectation that this would lead to an advantageous proposal for Kingston. Lewisham’s procurement process is now complete. Kingston is now in a position select a supplier on the basis on this process. Based on the results of a rigorous tender evaluation exercise, the report recommends the award of contract.
Action proposed by the Executive Members for Health and Adult Community Services and Planning and Regeneration
The Executive is requested to:
Award the contract as set out in the exempt section of the agenda.
Reason for action proposed: To replace the current Adult Social Care IT system by purchasing the system selected by the Lewisham-led procurement exercise. This offers Kingston the opportunity to implement a new system under a number of advantageous conditions.
BACKGROUND
1. Kingston purchased the SWIFT Adult Social Care IT in 2001 for a contract period of five years. This was extended in 2006 for a further three years, the contract cannot be extended again so a new system is required for implantation in 2009.
2. This is a time of fundamental change in Adult Social Care. Following a number of policy initiatives from the Department of Health, great emphasis is being put on giving greater independence, more choice and control to service users, which has the potential to radically change the way care services are commissioned and provided.
3. A recent Local Authority Circular entitled ‘ Transforming Social Care’ describes the vision for development of a personalised approach to the delivery of adult social care and context in which this policy is grounded. It sets out information to support the transformation of social care signalled in the Department of Health’s social care Green Paper, ‘Independence, Well-being and Choice (2005)’ a nd I - 2
reinforced in the White Paper, ‘Our health, our care, our say : a new direction for community services’ in 2006.
4. At a strategic and planning level, joint strategic needs assessments and joint commissioning of services with Health are the way forward. At an individual level, Self-assessment, Individual Budgets (IB), Direct Payments (DP) and Personalisation of Care have been put forward as the means for promoting greater choice and self-determination of care. Greater information sharing and integration of Adult Social Care and Health is part of the national agenda to put customers at the centre of service design and avoid fragmentation and duplication of care processes.
MODERNISATION OF SYSTEMS
5. Following the launch of the ministerial concordant entitled, ‘Putting People First’ in December 2007 and as part of the LAC circular ‘ Modernising Social Care’ , Government announced a Social Care Reform Grant to local authorities from April 2008 to help transform their Adult Social Care Services. This is in recognition of the fact that, due to these major shifts in policy, the traditional Social Care Case Management approach would need an overhaul together with the software solutions to support a new way of working geared towards personalisation.
LOCAL CONTEXT
6. These fundamental changes to the organisation and provision of Adult Care Services represent a totally new set of challenges for the service. Many Boroughs including the Royal Borough of Kingston upon Thames have therefore embarked upon a Modernisation Programme for Adult Social Care and are seeking to replace their current IT system to support new ways of organising care services. Previous systems, for example the SWIFT system currently used in Kingston, are seen as administrative tools, i.e. recording systems for performance management purposes. Not being workflow-driven, such systems do not flow with the care management business processes. This results in poor quality, unreliable data, duplication of effort and impacts on effective delivery of care.
7. Kingston is committed to improving efficiency across the organisation. A number of efficiencies can be gained through streamlining/transforming business processes (e.g. Contracting, Brokerage and Procurement; Care Assessment Business Processes and Single Access Point) and greater use of technology in care services.
8. The proposed project has two elements to it :
Lot 1 - Supply and Implementation of Adult Social Care Case Management System including Supporting People 9. The supply and implementation of an Integrated Adult Social Care Information System to support care management processes (Contact, Referral, Assessments, Care Planning, Reviews, Service Commissioning and Management, and Payments and Billing) for the delivery of Adult Social Care Services. In addition, a system for Supporting People is included. Such a system must be in use at a live, comparable local authority site. I - 3
Essentially, this is a direct replacement for the system that Kingston already has.
Lot 2: System Development for the Personalisation Agenda 10. The development and implementation of system modules/functionality for personalisation of Adult Social Care services including individual budgets, self- directed support and self-assessments. A partnership of authorities will direct the development of the product to ensure that it meets their requirements.
This part of the project will deliver the future requirements for social care in Kingston.
POLICY CONTEXT
11. Several policy initiatives have a bearing on the new system, such as:
• Single Assessment Process (SAP) for Older People; • Common Assessment Framework (CAF) for Adults; • Direct Payments; • Individual/Personal Budgets; • Self-assessment; • Self-directed support; • New Local Performance/National Indicator Set.
12. The system must be robust and flexible in supporting the existing Adult Social Care Case Management and Financial Management requirements, which should be in use at a comparable live site (Lot 1). The supplier should have a clear development path to ensure that the system evolves to support the new and emerging requirements in Adult Social Care (Lot 2).
13. In the spirit of shared services, Kingston with a group of four authorities, led by Lewisham, participated in a joint procurement of a new Integrated Social CareInformation System. Along with Lewisham and Kingston, the other authorities are the London Borough of Islington (LBI) and the Royal Borough of Kensington and Chelsea (RBKC). Kingston, LBL, and LBI currently use SWIFT whereas RBKC use a Lotus Notes system developed by themselves.
14. The Executive in September agreed to participate in Lewisham’s procurement exercise, to determine whether an advantageous and cost-effective outcome could be found for Kingston.
15. The drivers for this joint procurement are risk management for Lot 2 systems development, and overall cost-effectiveness, as well as exploring the option of a Shared Services implementation.
16. As the Lot 2 business requirements are not specifically developed, it is very important to have a clear idea at the outset about the likely cost of systems development. The bidders quoted a fixed price for this development. I - 4
PROCUREMENT ARRANGEMENTS
17. As the market is a relatively specialised one, it was felt that the best procurement route would be the single stage, ’open’ procedure whereby all organisations expressing an interest are invited to tender.
18. Following Lewisham’s placement of an ‘open’ advertisement in the Official Journal of the European Union (OJEU) on 3rd July 2008, twenty-nine organisations were sent a tender pack and the eight organisations set out in the exempt section of the agenda returned a tender bid on 1st September 2008.
19. The following criteria were assessed during the evaluation process. Each criteria was given a weighting to reflect its importance and to give a maximum score of 100.
• Financial detail including price 30% • Technical/ Professional Ability 21% • Development Partnership 21% • Operational Methodology/ System Scope 21% • Service Management 3.5% • User Experience 3.5%
20. These criteria have been weighted 30% for financial and 70% non-financial matters, to reflect the need to secure services which are economic whilst providing for the capability to deliver overall service standards by setting a competency threshold in other critical areas.
21. In order to achieve an objective and comparable assessment of the solutions on offer, a series of evaluation events were planned for each shortlisted bidder. These included system demonstrations to walk through a set of pre-agreed care management scenarios, supplier interviews, reference site visits and hands on system experience for Social care practitioners at a Lewisham site. In all, 150 social care professionals, supporting people staff, finance, ICT and performance management staff and managers from the four participating authorities took part in the evaluation process. Practitioner engagement is vital to the decision-making process, as it favours a high level of ownership of the new system.
22. A detailed specification of requirements was produced for Lot 1, whereas the specification produced for Lot 2 was ‘output based’. Besides submitting tender responses to these requirements, tenderers were asked to submit a description of their proposals in the form of Method Statements, in order to test tenderers’ understanding of service requirements. Interviews were conducted with the short listed suppliers to gain an in-depth understanding of their development plans, particularly in relation to Lot 2 requirements, which are fundamentally different from the Lot 1 requirements.
23. The Method Statements were assessed under the non-financial criteria and those provided by the successful tenderer will form part of the contract documentation against which their performance will be monitored. I - 5
24. In order to maximise economies of scale, bidders were asked to offer a sliding scale of prices for Lot 1 and Lot 2 functionality dependent on the number (1, 2, 3 and 4) of authorities taking up the system.
25. Bidders were also asked to indicate if they will offer any pricing discounts, extent of discounts and methods of re-imbursement should the consortium increase in number of authorities e.g. to 5, 6 or more authorities.
26. The financial aspects and an analysis of the non-financial and quality aspects of tenderers’ bids are set out in the exempt section of the agenda
27. The evaluation panel comprised officers from Adult Social Care, systems support/technical and procurement teams of the four participating Councils. In the initial evaluation of financial and quality of the bids received, certain issues arose which required formal clarification from bidders.
28. Responses to these clarification issues were received, and the information was evaluated by the panel, along with the evaluation of the system demonstrations, tender submissions, supplier interviews, method statements and system hands-on experience by practitioners. Financial proposals were also considered in detail.
INTEGRATED ADULT SOCIAL CARE INFORMATION SYSTEM OUTLINE PROCUREMENT TIMETABLE
29. The timetable for implementation is set out below:
EVENT NOTE DATE
Publication of advertisement OJEU 3 July 2008
Tenders (& BQs) returned 1-stage process 1 September 2008 September and Interviews, demos & visits October 2008 Contract Award Proposed 1 February 2009
End of Scrutiny Period Proposed 15 February 2009
Software Delivery Proposed 1 April 2009
Commencement of project Proposed 1 June 2009
‘Go Live’ of new system Proposed 1 February 2010
I - 6
ENVIORNMENTAL IMPLICATIONS
30. The Council’s Environmental objectives are addressed in the contract documentation and have formed part of the criteria used at tender evaluation.
Background papers (held by Simon Pearce, author of report, tel 020 8547 6052. Email [email protected]
1. Executive report and minutes 2 September 2008 E2 Contract submissions